DOCUMENT RESUME - ERIC · DOCUMENT RESUME. ED 054 438 AC 010 756 AUTHOR Iversen, Robert W. TITLE MIDSIM: The Maxwell International Development. ... 109 Roney Lane, Zyracusa,'N.Y

DOCUMENT RESUME

ED 054 438 AC 010 756AUTHOR Iversen, Robert W.TITLE MIDSIM: The Maxwell International Development

Simulation.INSTITUTION Syracuse Univ., N.Y. Continuing Education Center for

the Public Service.PUB DATE Jun 71NOTE 160p.

EDRS PRICE MF-$0.65 HC- 6.58DESCRIPTORS *Game Theory; International Organizations;

Interpersonal Competence; *Mangement Games;'Professional Continuing Education; Role Playing;*Seminars; *Simulated Environment

IDENTIFIERS Agency for International Development; *MaxwellInternational Development Simulation; MIDSIM

ABSTRACTThe Maxwell International Development Simulation

(MIDSIM) was designed to provide continuity and a realisticlaboratory for a series of month-long seminars conducted by SyracuseUniversity for Midcareer officials from the Agency for InternationalDevelopment. The seminars were designed to provide learning in threebroad areas: Policy and issues, Interpersonal end InterculturalRelations, and Managerial Skills. The first four days of every weekare occupied with academic presentations in these areas. Friday isreserved as game day--the opportunity to integrate and test theknowledge and skills acquired during the week. The three rounds ofthe game are played in two simulated environments: Washington and"the field" (a simulated country called Nanesa) each game beingconcerned with one of the three critical aspects of Agency activity:Policy Formation and Budgeting, Program Planning and Negotiation, andProject Implementation and Evaluation. Each of the games iS discussedas to Game Preparation, Game Plan, Critique,,and Game Materials.Charts are given of the Maxwell International Development SeminAr andThe U. S. Foreign Assistance Process. Diagrams present SpaceRequirements for MIDSIM I, MIDSIM II, and MIDSIM III. (Author/PB)

U.S. DEPARTMENT OF HEALTH.EDUCATION & WELFAREOFFICE OF EDUCATION

THIS DOCUMENT HAS BEEN REPRODuCED EXACTLY AS RECEIVED FROMTHE PERSON OR ORGANIZATION ORIG-INATING IT. POINTS OF VIEW OR OPIN-IONS STATED DO NOT NECESSARILYREPRESENT OFFICIAL OFFICE OF EDO-CATION POSITION DR POLICY.

MaxwellInternationalDevelopment

Simulation

By Robert W. Iversen

1

The Maxwell International Development Simulation

By

Robert W. Iversen

Maxwell Training and Developtent ProgramsContinuing BdUtation Center for the Public Servite

109 Roney Lane, Zyracusa,'N.Y. 13210(315) 476-5541,.extension 3759 / 3568

ACKNOWLEDGEMENTS.

This game owes much to the AID officials and the Nanesans who have played

it over the past two years. So much has changed that some of the early

players might scarcely recognize the present version. In the first play of

the game, we were greatly assisted by Stuart Sandow and a team from Syracuse's

Educational Policy Research Center. We are indebted to him for his instrUction

on gaming, although, again, he might scarcely recognize the version that has

evolved over time. In the preparation of game materials I am deeply indebted

to Jean Dinger; and in managing the game I ha been ably assisted by Roger

Hamlin, Ben Kasper, Jim LAMoreaux, and Flemming Heegaard, all Doctoral students

with overseas experience. In game preparation and critiquing I have been

assisted by Drs. Paul Ried and Sam Goldman, and the videotaping has been in

the hands of Peter Trachtenberg. The room sets have been largely the responsi-

bility of Jerry Mulherin. Finally, the Nanesans themselves have contributed

immeasurably to the successful conduct of the ga e and to the redesign of

nottions of it. I am especially indebted to five very able Prime Ministers:

Ali Mohammed, Santotih Sharma, Sunethi Bajekal, Mengesha Gessesse, and Sault'

El Annabi. All are proud products of that.important arC of the world -- North

Africa, Near East, South Asia -- which we call Nanesa.

Robert W. Iversen

Syrccuse UniversityJune, 1971

CONTENTS

INTRODUCTION: MIDEIM, THE MAXWELL INTERNATIONAL DEVELOPMENTSIMULATION 1

CHAPTER I. MIDSIM I: POLICY FORMATION AND BUDGETING

A. GAME PREPARATION 19

B. GAME PLAN 23

C. CRITIQUE 25

D. GAME MATERIALS 26

CHAPTER II. MIDSIM II: PROGRAM PLANNING AND NEGOTIATION


B. GAME PLAN 63

C. CRITIQUE 65


CHAPTER III. MIDSIM III: PROJECT IMPLEMENTATION AND EVALUATION


B. GAME PLAN 108

C. CRITIQUE 114


CHARTS AND DIAGRAMS

CHART,1. MAXWFLL INTERNATIONAL DEVELOPMENT SEMINAR 17

CHART 2. THE U.S. FOREIGN ASSISTANCE PROCESS 18

DIAGRAM 1. SPACE REQUIREMENTS: MIDSIM I 27

DIAGRAM 2. SPACE REQUIREMENTS: MIDSIM II 67

DIAGRAM 3. SPACE REQUIREMENTS: MIDSIM III 117

4

INTRODUCTION: THE MAXWELL INTERNATIONAL DEVTLOPMENT SIMULATION

Simulation/Gaming. There is no more ancient nor universal a setting for

learning than a game. It is appropriate that we are returning to gaming

as we seek to provide greater relevance, participation, activity, variety,

and individual expression in our teaching. A good game will do all this,

and much more. la fact, we are now asking much more of gaming, and the

result has been games of greater length and complexity, demanding much more

of the managers and players, but providing much more in return than the simple

children's games which have taught values and behavior from time immemorial.

The new ingredient in gaming has been increasingly sophisticated simulation.

The terms "simulation" and "gaming" are often used interchangeably, and no

great harm Is done if this is continued. However, we have found a distinction

to be useful. We use "simulation" to refer to the environment or setting

in which the game is played. This can be a simulated country, a government

agency, a Congressional hearing room, and it can also mean all the details

that are used to create the situation in which the action will take place.

It must be remembered that a simulation is a model, an abstraction, a

simplification that contains just enough detail to assure that the desired

action occurs. It is the action that is to be studied, not the simulation

as such.

"Gaming" is thus the action that occurs in the simulated setting. The

tt game" in ludes all the rules, instructions, and procedures that are needed

to evoke the actions, reactions, and interactions involving the players.

Thus in simulation/gaming, the "game" should put the players in the position

of acting out the essential features of the real-life process that is being

studied. The action of one player is a reaction to that of another, and in

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turn generates further response by others. The entire interaction is

observed and is the subject of feedback and critique, in an att mpt to pin

down what has actually been learned.

What has been described is "interpersonal" gaming; there are other kinds --

such as "man-machine" gaming that simulates complex technical decision-making

and provides feedback from a computerized bank of data. Interpersonal gaming,

on the other hand, provides the players with opportunities to learn from their

interaction with other people. The simulated setting and procedures which

evoke this interaction may approximate real-life but must not be mistaken

for it. This is a source of frequent complaint. Players may become so

preoccupied with correcting or elaborating the details of the setting that

they overlook the behavior that has been provoked by the setting. The function

of a simulation is simply to provoke the kinds of situations and behaviors

that one wishes to study. To accomplish'thts may require only the most

skeletal representation of the reality. It is the action that is being

stndied, not the scenery.

The advantages of gaming appear to be many, but should be balanced by a few

caveats.

1. Games heighten the interest and motivation of the player by.their novelty,

excitment and opportunities for involvement and experimentation.

2. Games provide an opportunity for applying and testing knowledge gained from

ltctures, reading, or prior experience.

3. 'Games enable the player to undertake new roles and gain insights into

those roles and the situations in which they are performed.

4. Games simplify situations so that critical elements stand out more clearly

and can be dealt with more directly.

Games enable players to test alternative styles and strategies under

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circumstances carrying fewer risks than in real-life situations.

But while these values speak loudly for the inclusion of gaming in a wider

range of educational programs, there are-some things that games do not_ do:

1. Games do not exactly reproduce reality, they can only highlight selected

features of it; and little is to be gained by extended critiques of

missing details.

2. Games over-simplify (or under-complicate) real-life roles. No player

can be expected to bring to the game the experiences and foibles of the

real-occupant of the position he is playing, nor simulate qualities

of interpersonal relations attributable to time (such as the "waiting

") withIn the usually tight time frame of a game.

Gaming cannot predict the future; it can only compel the player to look

at a broad range of possible futures, By compelling him to respond to a

greater range of simulated variables, it presumably will increase his

confidence when confronted by real contingencies.

MIDSIM and the Maxwell International Develo.ment Seminar

The Maxwell International Development Simulation (MIDSIM) was designed to

provide continuity and a realistic laboratory for a series of month-long

seminars conducted by Syracuse University for Midcareer officials from the

Agency for Irternational Development. The seminars were designed to provide

learning in:three broad areas: Policy and Issues, Interpersonal and Inter-

cultural Relations, and Managerial Skills. The first four days of every

week are. occupied with academic presentations in these areas. Friday is

reserved as game day -- the opportunity to integrate and test the knowledge

and skills acquiked during the week. It was further intended that the game

provide continuity fer the entire seminar, for the output of MIDSIM I, the

7

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first play of the game, becomes the starting point of MIDSIM II a week

later. (see Chart I)

The three rounds of the game are played in two simulated environments:

Washington and "the field" (a simulated country called Nanesa). They are

concerned with three critical aspects of Agency activity (which are also

embodied in the objectives of the overall semina_ ): Policy Formation and

Budgeting, Program Planning and Negotiation, and Project Implementation and

Evaluation.

The game was designed to be played by 20 players. In two years it has been

played by as few as fifteen players, and as many as twenty five. The

richness of the game in each cae is dependent upon what the players bring

to it. A week of good classwork, plus a group of enthusiastic players with

wide and varied backgrounds will make for an incredibly rich display of

creativity and improvisation. On the other hand, the game has been played

by a smaller relatively inexperienced group, with no prior related work, and

has proved to be a viable and instructive experience. Much depends upon the

game climate which the manager is able to create. Serious gaming should be

"fun", in the sense that the players must be loose and open, and are looking

forward to improvising and innovating. The game manager must be prepared to

adj -t the game to the needs and mood of the players, and incorporate

modifications by the players themselves. The MIDSIM game, while appearing

somewhat formidable with all its forms and instructions, is basically a simple

structure to which .each group of players add new color and character. The

game manager must constantly resist increasing its detail and complexity.

The simpler the game i_ kept, the more room there Is for player improvisation,,

and that is What the game is all about.

-5-

MIDSIM Overview. MIDSIM consists of three rounds of ganing, each laeting an

entire day. Prior to each day's play there is approximately four hours of

game preparation. The three rounds are sequentially related, but MIDSIM I

can be played alone, and MIDSIM II and III need not be preceded by MIDSIM I.

Various combinations have been tried ( I & II, II & III) depending upon the

training ob ectives and the time available.. In each case, the gene has

successfully elicited a broad range of behavior for study and discussion

The three rounds of MIDSIM represent three stages in the U.S. Foreign

Assistance Process. The model we have developed (see Chart 2) Is a simpli-

fication of the real process and high-lights the relationships we wish to study.

MIDSIM I. POLICY FORMATION AND BUDGETING. ThLs round of the gene is played

in Washington, and is usually called "The Congressional Game" although it

goes beyond that. The game simulates the process of getting the Foreign

Assistance Legislation through Congress. Additionally, once the legislation

and appropriation are received, the process of "cutting the pie" and allocating

money for a particular country assistance program Is then simulated. The

game features hearings before the Senate Foreign Relations Committee, and

the appropriate subcommittee of the House, as well as an in-house Country

presentation and hearing. The princip-1 role clusters are the Congress,

the Executive Branch, and the Agency for International Development itself.

There are opportunities for advocacy, adversary, and collaborative relationships

within a high-stake setting.

MIDSIM II. PROGRAM PLANNING AND NEGOTIATION. This round of the game is

played in the field, a simulated South Asia Country called Nanesa. The

principal role clusters are the AID mission in Nanesa, and the Nanesan

Cabinet. A full complement of Nanesans are present t_ engage in this and the

next round of the'game. We have Preferred to use foreign nationals in these

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roles, although the game has been played with Americans taking both sides.

In the latter case valuable learning does occur, but of a distinctly

different character. Played with real Nanesans, this round of the game

better simulates sone of the cross-cultural relationships involved in

collaboratively.planning a program that meets the goals of both sides. It

also simulates the organization of a mission, and spacifically emphasizes

goal setting, long-range planning, and inter-sector cooperation. The output

of the game, a set of seven project agreements, becomes the starting point of

the third and final round of the game.

MIDSIM III. PROJECT IMPLEMENTATION AND EVALUATION. This round of the game

is also played in Nanesa. The game plan involves the management of the

Mission's assistance projects mier a twenty year period (approximately

1970-90), modifying them in response to interventions simulating the

passage of time. At the conclusion ef the play, the Mission evaluates its

achievement, and compares it with an evaluation done independently by the

Nanesans. Processes studied in this play of the game are: responsiveness

to contingencies, modification of goals and program, long-range planning, and

cross-cultural perspectives on the value of the joint effort.

Role Playing. Interpersonal gaming necessitates a willingness to role-play.

Most people enjoy role-playing especially after a first experience with it.

It enables a person to _xperiment with different styles of behavior, to

practice more effective ways of responding, and to develop new skills for use

i_ real life situations. Those who are anxious about role-playing should not

h_ pressed. A person who is called upon to pley an unfavorable role must be

sufficiently secure to withstand some of the stress that may occur during the

evaluation. Re must be assured that it is the role, not hinself, that arouses

-7-

that which he normally perfoms may learn nothing about himself if he plays

it well, or may be devastated during the critique if he performed poorly.

For this reason, role-p g should be the occasion for individuals to

test behavior that is not a part of their usual roles. And this testing

must be done in an atmosphere characterized by a minimum of threat and a

maximum of good humor and mutual respect.

Role playing is not an end in itself: it is a means for providing more vivid

and concrete material for examining and improving behavioral skills. The

aim is not a polished dramatic production, but the depiction of interaction

that can be observed and discussed. The most productive analysis and the most

useful learning usually come from inadequate or inappropriate behavior rather

than from flawless performance.

The essential minimum details of the situation and the role should be clearly

stated. There should not, h wever, be so many details that the players feel

restricted and discouraged from improvising. An important characteristic of

good role playing is that individuals create much of the role themseTves.

This is very apparent when an individual makes something important of a

relatively minor role; or, conversely when he fails to do justice to a

pivotal part. Finally, it is important that all playing situations be

recapitulated, not only to understand the interaction that occurred and the

behavior that was illustrated, but also the alternative ways that the situation

might have been handled.

Game Preparation. For the sort of gaming we are discussing, a considerable

amount of preparation is required. The logistics of gaudng: the rooms, forms,'

paraphernalia, instructions, equipment., meal facilities, are all extremely

important as will b- ome apparentwhen we discuss the individual rounds of

the game in detail. These details are the responsibility of game management.

ii-

But equally important, and als- a responsibility of the Game Manager, is the

preparation of the players themselves. In the game under discussion, the formal

preparation of the players begins at three o'clock on the day before each play:

After a relatively-formal presentation of not more than fortyfive minutes,

the players get into character and begin readying themselves for .the next day.

They lave been known to work most of the night if they are really into their

assignments.

The formal game preparation session covers the following:

1) The assignment of roles. This involves presenting each player with a

packet of materials containing all he needs to know about the game and

his place in it. The actual assignment of roles is usually done by the

Game Manager. He may use a number of slect±on criteria, depending upon

what he ,wishes to happen. He may wish to compel a relatively phy person

to take a strong leadership role; he may wish to introduce a narrow

specialist to a completely different field; he may wish to pit two

natural adversaries against one another or compel them to work as a

team. He may simple cast the roles at random; or he may let the group

dO the casting itself. This is frequently done in the first play of the

game (see Role Assignment Form in the MIDSIM I materials), and the basis

upon which the group made their assignments has provoked some very

illuminating discussion, particularly since it is held after the perfor-

mance is over.

2) Explanation of the game plan. The players should have the time-table

clearly in mind, and know what is to be achieved within the various

time segments. In short, they must know the point of it all, and this

point should be relatively simple in its statement. Elaboration of these

simple objectives, and the improvisation of detail will inevitably occur

during the game, but the basic simple skeleton must be clear for all

12

to see at the outset.

3) Forms and proc dures. Each of the forms to be used in the game must

be in the packet, and must be explained. Each of the procedures to

be follOwed must be cleacly stated. Again, simpliclty is of the essence;

complexity will assuredly follow.

What to look for. All participants must be encouraged to be observers of

the process of which they are a part. Usually, it is useful to provide

a brief outline of the kinds of things that will be going on. An example

of this kind of outline may be found in the MIDSIM II materials. Often,

during the game itself, the Game Manager may take aside a player who is

momentarily out of the action, and call his attention to some bit of

interplay thEit can later be diu--ed during the critique session.

5) into role. The final stage of the gaue preparation session is simply

for the mangset to say "You are now in role", step back, and watch the

group organize itself for the game ahead. It is important that there be

a reading room for use during the evening, small meeting places for

coaching aad briefing, and refreshments. It is also well that the Game

Manager make himself amenable for an hour or two during the evening to

answer some questions of procedure, but largely to simply encourage and

reassure the players who are getting ready for strange new roles.

Game Management. Game management is -- management; with all that that

implies. It Is leadership, coordination, collaboration teaching, coaching,

listening, observing, and feedback; it is intervening when necessary, and

refraining from intervening when it is not. It is setting the scene for

human interaction, setting processes in motion, watching programmed and

un-programned activities occur, assuring that goals are defined and re-defin d,

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and that outputs result. For when the time is up and the dust clears,

things must be sorted out, made sense of and evaluated, so that the achieve-

ments can be identified, ineffectiveness explained, and the way prepared

for a better round next time.

Much of the management task precedes the game itself. Staffing is the first

job. The absolute minimal staff is: one manager, three all-purpose assistants

and secretarial support. This core is augmented by a nine-man cabinet of

Nanesans for MIDSIM II and III. This is a group of carefully selected

foreign students, whose English is reasonably good, who have had some

government experience, and who are willing to engage in intensive role

playing with all the preparation that that entails. There can be additional

augmentation of staff for special kinds of feedback. For example, in

MIDSIM I, the Congressional hearings can be videotaped, and the replay of

the edited tapes can be the basis for a very profitable critique. This

process requires additional qtaff: not only the video technicians, but also

someone skilled in conducting critique from tapes. Other plays of the game

can profitably use outside process observers, who then participate in the

conduct of the critique session. The Game Manager, however, always plays a

major role in the critiquing of the game.

second task of management is to assure adequate facilities and equipment.

Here the sky is the limit but the game does have certain minimally optimal

requirements. MIDSIM I requires two spacious Hearing Rooms, and two

additional meeting rooms for groups of about 6. MIDSIM II, requires three

principal rooms: AID headquarters, a Nanesan Cabinet Room, and a large room

with seven tables for negotiation. Additionally, breakfast and lunch figure

in the interaction with the Nanesans, so there should be a nearby dining hall.

The same set-uil is required for MIDSIM III, with the addition of a room

repres nting Wash4 ton. In all cases, the existence of smaller rooms, or

areas in which "huddles" can occur in relative privacy, are desirable. More

specific rocm suggestions will be given later as each round of the game is

detailed. Needless to say, the extent to which each room is "decorated"

with flags, signs, posters, maps, pictures, etc., is limited only by the

imagination and availability of materials. But one must never underestimate

the encouragement that an effective set has on role-playing.

The third major responsibility of game management is to be certain that all

game materials are available in the quantities required. The essential

mate ials for each round may be found in this book --- but the Manager

almost in ariably modifies, updates, or supplements these materials each

time the game is played. The liberal use of current newspaper clippings,

and interventions designed for the specific group, time, and place, are

important. Examples of these are included. Finally, all these materials

must be assembled in packets for use by each individual player. This can

usually be done orly after the roles have been assigned, for each packet

is "individualized". The extent to which the players "hit the ground

running" is largely dependent upon the skill in assembling each of their

role packets. Well-assembled, self-explanatory packets, will minimize the

.task of the manager during the Game Preparation session.

The Game Preparation session has already been described; it is the opportunity

for the game manager to set the climate or mood of the up-coming gaming, and

he should not conclude it until he is reasonably satisfied that the players

are "into" it. For example, confusion or ambiguity cen be tolerated, but

not if it is so widespread as to be incapacitating. In fact, the process of

the group attaining a degree of clarity that they can live and work with is

-12-

one of the major lessons of the game. Individual hostility, indifference,

or negativism will generally be contained or converted by the group itself;

but if there is a relatively unified "critical mass" of such players, the

manager must intervene with some coaching, counseling, or reassignment,

otherwise the entire game may abort. The manager must be sensitive throughout

the game to such threats; but must restrain himself from attempting to

handle all of them by himself. It is infinitely better for these to be

handled by the players themselves, within the structure of the game. This

is often, again, one of the major learning experiences of the game. The

manager, however, must attempt to observe the entire process, and make sure

that it is discussed in the critique; otherwise the learning may be confined

only to the few who are directly involved.

In short, game management should ideally be, in itself, something of a model

of management. Decisions must be made in situations of uncertainty; the

manager must be on top of the entire scene in all its intricacy and confusion;

behavior must be observed, discussed, and alterna ives suggested -- at the

moment they can be most useful; achievements must be identified, high-lighted,

and evaluated; the climate must combine both the spontaneous and the controlled;

tasks must be achieved with a maximum opportunity for individual expression;

the group itself must attain a sense of ownership of the game and leave

personal imprint on each play. This is what gives gaming its sense of

excitement and opportunity. It is also what enables game management to

survive with something less than the god-like qualities just described;

for the manager must never underestimate the creative energy that can be

unleashed among the players themselves as they are put in situations in which

their

they must rely upon one anether

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What has been learned? No gaming, repeat, TELmi_.;_n, is complete without--

critique. We do not know what we have learned until we talk about it,

preferably with the assistance of an "outside" observe The critique must

be.done as soon after the game as possible and, for certain purposes, may

even be done while the game is in progress. The basic objective of critique

is to capture a significant learning experience, share it with the players,

and discuss it as much as is necessary. Given the fact that too much

actually occurs in complex gaming, one must be content with capturing riAjsLr

learning experiences, and confine minor experiences, or those of only

marginal or individual interest,to one-to-one feedback or advising.

To prepare for the critique, the manager needs all the eyes and ears he can

rally. Assistants should be placed in every ro m, to note incidents or

alert the manager to a potential critical incident. Skilled lservers may

be assigned to particular arenas of action (a Congressional ccx aittee, Mission

headquarters, the Ambassador's office) and share these observa-i ns with the

assembled group during the final critique. A spacial case must be made with

the Nanesan Cabinet room during rounds II and III. Mnch happens he- that

is a direct reaction to American action. It is essentlal that the American

players have some conception of the internal impact of their activities

(they normally will only see the official Nanesan reaction, and cannot be

privy to the interaction that led to that official position). The Nanesans

themselves will frequently contribute this perspective during the critique

session, but an outside observer can add immeasurably to providing this

important perspective. A skillful use of videotape may also capture some

of the inner cabinet turmoil for subsequent analysis.

Videotape can be extremely useful in critiquing certain kinds of action, but

it requires special skills. In MIDSIM we halrlound it to be most effective

-14-

in capturing some of the more "static" interplay, e.g. the Congressional

hearings, or the country presentation in round I. It is more difficult

to capture the "crisis" situations that occur in rounds II and III. The

cameraman is never there when they happen; or he comes late and has missed

the flash-point that set it off; or his presence dampens the spontaneity of

the incident. Theae situations are best captured by observers and by the

participants themselves if they are cornered immediately after the incident

and asked to define what has just happened.

The following formats for critique have been found to be useful, but constant

experimentation is encouraged. These however, illustrate some of the major

types of critiquing that apply to this game.

MIDSIM I. Both Congressional hearings (which occur simultaneously) are

videotaped in their entirety (the hearings last an hour and a half each).

An observer notes the key exchanges so they can be edited out of the tape

for later discussion. The tapes are then gone over and a discussion tape

assembled for use at a later session (usually the next working day). An

additional taping of the country presentation has proved useful, fot it

illustrates techniques of in-house advocacy, and the sort of internal adversary

relationship that develops as the proposed country budget is subject to

intense scrutiny.

MIBSIM II. Outaide observers, usually those responsible for teaching the

unit on " ollaborative planning", closely observe several of the one-to-one

negotiations, and conduct a critique session at the end of the day around

style and effectiveness _f individual negotiators. Some coaching can be done

by these observers while the game is in progress. The game Manager ia

responsible for observing the overall picture -- the initial establishment

-15-

cross-cultural working relationships with the Nanesan CaLinet; the manner

irL which fhe Mission is organized and conducts its business; the manner in

which the forward planning is done by the "think tank" (although a separate

observer is ueeful here). During the final critique session on this round,

it is inappropriate for the Nanesans to be present, as it would compromise

their role playing for the next round. The MIDSIM II critique session is

purely an in-house exercise.

MIDSIM III. The critique session during this play of tte game begins in a

formal, structured fashion. The Development Evaluation Matrices prepared

by AID/N and by the Nanesan CAbinet are placed side-by-side'on the Board in

the Negotiation room, and both Americans and Nanesans are present for the

discussion. Attention is drawn to the contrasting or parallel objectives,

the reasons fcr the contrasting evaluations of the effectiveness of various

sectors or the overall programs and the overall effectiveness of the joint

enterprise as a whole. But the critique will very quickly get into the crises

that have occurred, and the manner in which they were handled. The discussion

benefits from outeide observers, but its major strength comes from the

cross-cultural perspectives of the players themselves.

This play of the game can be incredibly complex and, more than the earlier

plays, provides the occasion for running coaching and commentary by the

Game Mauager on a one-to-one basis. The role of the Mission Director and the

Ambassador are particularly critical, and the manner in which they have

handled matters sLould certainly be highlighted for the entire group during

the final critique, since much of it Will have occurred in private

encounters with the Prime Minister while the rest of the Mission is busy at

their day-to-day management tasks.

Finally, the critique will benefit from a presentation by the Nanesan Desk

13

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Officer, whose view from Washington has been compiled largely from cables and

rumors. The contrast between the headquarters picture of the field, and view

from the field itself, is often quite dramatic.

The three critique sessions just described have fully validated MIDSIM as a

useful vehicle for a wide range of learning. No summary can do it justice,

but certain relationships and processes have occurred in each play of the

game. Specifically, it has demonstrated the complexity of cross-cultural,

interpersonal, d headquarters-field relationships. It has provided experience

in advocacy, adversary, and collaborative relationships. It has provided

experimentation in team, mission, cro -sector, and task-force methods. It

has provided experience in goal-setting, project design, long-range planning,

reactton to contingencies, and program evaluation. Above all, it has provided

the occasion for players who are often bound by position, country, office,

or sector to acquire an Agcncy_persnective; and more than that, a perNpective

that includes the challenges, pressures, processes and relationships that

characterize the foreign aid operation within the broader national and

international environment.

MID

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President

Foreign PolicyObjectives

Foreign AssistanceObjectives

Foreign AssistanceBudget

18

MAXWELL INTERNATIONAL DEVELOPMENTSIMULATION

The U.S. Foreign Assistance Process

SENATEForeign Relations

Committee

Regions:

Country:

Sectors:

AssistanceObj ectives

HOUSEAppropriations

Committee

FOREIGN ASSIS-TANCE ACT &APPROPRIATION

IAGENCY FOR INTERNATIONAL DEV.

Africa

AssistanceObj ectives

Nif

Nesa

Nanesa

L A

AssistanceBudget

Country Assistance Plan

Health Ag. Ed. P. S. C & I UD DA

Pita ms

ri4

CHAPTER I

MTDSIM I: POLICY FORMATION AND BUDGETING

This round of the game simulates the processes whereby U.S. Foreign

Assistance Policy Is formulated within the larger context of overall

Foreign Policy, by the Executive Branch, under the intense se utiny of

the Congress. It simulates the relationships between the Agency and the

Executive Office and-between the Executive Branch and the Congress, with

regard not only to policy but to the money required to implement that policy.

The adversary relationship hinges on the Executive seeking the maximum

amount of money with the fewest possible modifications or "barnacles"

attached to its policy; and conversely the Congress seeking to provide the

minimum amount of money with the maximum number of strings attached.

This round also simulates a further adversary relationship within ehe

Foreign Affairs community, as an AID country team seeks approval of assistance

objectives and budget for a single country, Nanesa. Persons who have been

collaborators when confronting Congress are put in an adversary relationship

during the internal "cutting of the pie".

A. GAME PREPARATION.

Role Assignments. There are twenty roles in this game. If additional roles

are needed, members can be added to each Congressional committee. The actual

casting is done by the Game Manager, but it is helpful -- especially in the

first play of HIDSIM -- to involve the players in this task. They have

already form d tentative judgements about one another and can simply be

handed the list of thumbnail role descriptions and told to "Study the list;

think of your colleagues as you -read; and assign each member of the group

(yourself Included) to a role. Each player must have a role; each r le a

23

-20-

player. There can be no "ties". Simply identify the person you would

like to see play the I:1)1e, using whatever criteria you feel appropriate".

This exerdise should take about an hour, btAt it may be useful to give them

overniOt to do it. It also takes about an hour to erllate the results.

This process can be profitably discussed later, possibly at the time the

role packets are handed out. It is also useful if you can provide each

player -- for his own informa ion -- with a compilation of the number of

"votes" he got for each role. It will indicate to him something of the

range of perceptions his colleagues have of him.

Game Materials. Each person's role packet (a 10 x 12 mailing envelope)

should contain the following:

1. Schedule for the day

2. Roster of role assignments

3. Role description

4. U.S. Foreign Policy Objectives

5. U.S. Foreign Assistance Objectives

6. U.S. Proposed Executive Budget for FY 1972

7. U.S. Budget in Brief for FY 1972

In addition, packets are "Individualized" according to the requirements of

the particular role. For example,

1. Chairman of the Senate Committee should have the following:

) Foreign Assistance Act of 1971 (form)

b) Recent clippings regarding relations betw en the Committee

and the Executive (see examples)

) Special role instructions (see example)

2. The Chairman of the House Committee should have:

a) Foreign Assi tance Act of 1971: Appropriations Form

24

-21-

Recent clippings regarding the Committee and AID (see examples

c) Special Role instructions ( ee example)

The Secretary of State should have copies of recent Presidential

policy statements. Examples:

a) U.S. Foreign Assistance in the 1970's (the Peterson Report)

March 4, 1970 or

The President's Foreign Aid Message (House Document No. 92-94)

April 21, 1971

President's Report to the Congzess, February 18, 1970,

"U.S. Foreign Policy for the 1970's: A New Strategy for Peace"

He should also be instructed to read some of the hearings before

the Senate Foreign Relations Committee to get a feel for the kind

of questioning and interplay that occurs. (A stock of these should

be available in a reading room).

4) The AID Administrator should have a copy of the most recent AID

Congressional Presentation; and au example of a formal presentation

by the Administrator, if available. Additionally, he should have a

stock of clippings regarding Agency problems and accomplishments

(The N.Y. Times and Frontlines will be adequate for these). See

examples.

5) The NESA team (A/A for NESA, the Mission Director, and the Nanesa

Desk Officer) must have special materials. These are materials that

will also be used in MIDSIM II, where these three players will have

roles that build on the roles they play in MIDSIM I. Specifically,

all three should have copies of the following:

Selected Economic Data for LEIC's (with an inserted Nanesa

statistical entry). This Is an annual publication of the

Statistics and Reports division of AID's Office of Program

25

and Policy Coordination (GPO, 10)

Department of State Background Notes on the Republic of Nanesa

c) Republic of Nanesa Country Assistance Plan: FY 1971

In addition, the Desk Officer will find it convenient to have a

wall-map of.Nanesa to refer to during his presentation. This may

be blown up from the Background Notes and made as detailed and

colorful as available artistic talent permits.

Game Setting. The accompanying floor plan indicates the basic space require-

ments for this round of the game. The Congressional Hearing rooms can be made

as elaborate as one wishes. We have found the following to be useful: American

Flags, gavels for each Chairman; a raised platform for each Committee; u ter

pitchers and glasses; name plates; seats for an audience. If the sessions

are videotaped, the camera and technicians also lend an air of reality to

the scene.

Homework. During the game preparation session, the Game Manager should

indicate the kinds of materials that are available in the reading room

(hearings, State, AID, and Presidenti 1 pronouncements, etc.). He should

aak the players to study their packets carefully, and Indicate that he will

be available for questions during the course of the evening; but essentially,

he should put them on their own resources from this point on. The extent

to which they share experience and information, coach and correct one

another, js.very much a part of the game. The Game Manager may wish 1:o spend

some time with the NESA team, for they inject into the game, in the afternoon,

a new ingredient. They are the only ones who know about Nanesa. During

the morning these players ate largely silent, engaged in making sure that

their presentation is in line with the kinds of things the President and the

Congress are concerned with.

-23-

B. GAME PLAN.

The game plan for the day is summarized on the Schedule for the day, and

detailed in the role descriptions. During the game preparation session,

the Game Manager must make clear the objectives of the day's gaming, and

the processes by which these objectives are to be attained. These have been

stated at the outset of this chapter, and are restated with variations in

the role descriptions.

The actual plan of the game involves five stages, and concludes with a

critique session.

1) Strategy Meetings. The first hour of game time is devoted to strategy

meetings of the four principal role clusters. There may be some

communication among them (an AID man may meet with the Presidential

Advi ory Group, or the two Congressional Committee Chairmen may wish

to exchange views). Essentially this Is the final opportunity for

lining up questions, answers, an agreement about a 'witness team!'

presentation anticipating tactics, and agreeing on the kinds of

materials which should be introduced or avoided.

2) The Hearings, The general pattern is for the Chairman to open with a

statement of the parameters of the hearings, and reveal some personal

views he may have on the subject. He then turns to the principal

witness for his statement. The witness will usually introduce his

associates and indicate that they are available if needed. From here

on, each hearing takes on a unique coloration that is a compound of

the personalities, issues, tactics, and style of the individuals involved.

The.Mark-Up. After lunch, each Committee closets itself and prepares its

portion of the legislation. The Senate Committee is responsible for

-24-

statements of policy; and the House Committee for an Appropriations

bill and a list of general provisions ("barnacles") which indicate what

must not be done in the expenditure of the funds. This usually takes

about an hour. When finished the Chairman should present his legislation

to the Game Manager for duplication. The Congressmen are then free until

the State-AID Policy Budget Meeting.'

Country Presentation. This occurs while Congress Is completing work on the

legislation.. In essence, the Associate Administrator for the Near East

South Asia region, makes a presentation on the importance of his region to

the overall assistance program, and indicates how tLe U.S. Foreign Policy

and Assistance Objectives are embodied in his regional activities. He

further emphasizes the pivotal role of Nanesa in his region. Next, the

Nanesa Desk Officer makes a presentation on Nanesa, its history, resources,

and importance to the U.S. Thlais essentially an elaboration of the

Background Notes which none of the audience have seen). Finally, the

Mission Director from Nanesa describes the Country Assistance Program,

indicates prospects for the future, and makes his budget request. The

three are then subjected to inten e examination by the assembled group

(which is co7chaired by the AID Director and the Setretary of State).

No decision is made at this time, but the decision-makers (The Co-Chairmen)

should have the information on which to make a prompt decision once the

legislation is received.

5) State/AID Policy-Budget Meeting. This is a reconvening of the previous

meeting, and is "fishbowled" by the Congress (representing the public).

The legislation is passed out and studied; the meeting again is co-chaired

-25-

by the Secretary of State and the AID Administrator. In essence

the meeting is concerned with the question "How can we live with the

legislation we've just been given The presence of the public (as

silent observers) affords Congress the chance to witness the reaction

of the Executive Branch to their efforts.

6) Critique Session. This is opened by the Congressmen, who have silently

observed what the Executive Branch has done with their legislation.

They have the floor, and the State/AID group listens. General comment

is then encouraged; and broadened to in lude the discussion of the entire

afternoon game. Note: extensive discussion of the mornin& hearings should

be avoided. These will be dealt with later when the edited videotapes

are available.

The final output of the day will be for the AID Administrator to make his

decision about the budget for the Nanesa Assistance Progra filling in the

appropriate form and giving it to the Mission Director. This, of course,

will be the starting point for MIDSIM II.

C. CRITIQUE.

The critique of HIDSIM I is in two stages although there may be one-to-one

commentary by the Game Manager or the other observers at any appropriate

time. The first stage has just been described; the second stage oceurs after

an-edited videotape has been assembled that selects out the exchanges and

Incidents most conducive to new learning. Following are some points that

frequently come up during critique sessions:

) "I never knew how much I knew about the Agency until being compelled to

defend it in this way".

No one knows the weaknesses of the program better than people who have

-26-

worked in it (this is one reason why the AID personnel can so effectively

simulate Congressional critics of the AID program).

3) Field people become particularly aware of the pressure that the

Headquarters people live under in an attempt to get their legislat on

7nd appropriations.

4) Marked "shifting of gears" is noticeable during the day, particularly in

the manner of which the various personnel in the Executive Branch rally

and collaborate to present the strongest possible case to Congress, but

then become fiercely critical adversaries when. conducting the in-house

"cutting of the pie".

5) A whole spectrum of learnings occurs -hen the videotapes are reviewed.

The principal question asked is simply "Is this the most effective way of

handling this situation?".

6) The adapatibility of the Assistance Program to almost any kind of legislation

is seen to be quite remarkable. The extent to which the intent of Congress

can be construed to support most of what the Agency wants to do; the

willingness to "adapt to survive" is nowhere more apparent than in the

final phase of this game.

D. GAME MATERIALS

The following collection includes all the materials essential to the conduct

of bilDpIm I. Additional materials are commonly used, particularly for

Individualizing the packets; but these change from game to game. Finally, none

of the published materials -- such as Hearings -- which are essential, have

been included in this collection. The materIals relating to Nanesa will be

found In the Chapter on MIDSIM II.

MIDSIM I Space Requirement

House

T.9 + Observers0 0 0 0 0

04TV Camera

House

Aid Exec.

State/AID

&mate

27

T.9 + Observers

TV Camera [)10

Sena e

Mk Mr askVI/OF

AI Mk Ai Mamar Nor

T=39; Oader

1, d

tj

-23-

MIDSIM 2:

mArwELL INTERNATIONAL DEVELOPMENT SEMINAR

POLICY FORMATION AND BUDGETING

9:00 AM STRATEGY MEETINGS

Senate Foreign Relations Committee Room 1-2House Appropriations Committee Room 11-12Presidential Advisory Group RoomAgency for International Development Room

10:00 COFFEE AVAILABLE IN HALL

10:15 OPEN HEARINGS

Senate Committee (polic_ ) Room 1-2House Co ttee pudgetmmi O Room 11-12

12-1 LUNCH HOUR

1.00 PM LEGISLATIVE MARK-UP

Senate Room 1-2House Room 11-12

COUNTRY PRESENTATION Room 5-6

3:00 COFFEE AVAILABLE IN HALL

3:15 STATE/AID POLICY-BUDGET MEETING Room 5-6(fist:bowled by Congress)

4-5 PM CRITIQUE SESSION Room 5-6

VIDEOTAPE REPLAY AND DISCUSSION OF HEARINGSWILL BE HELD AT 9 AM, Monday morning.

32

MAXWELL INTERNATIONAL DEVELOPMENT SEMINARSYRACUSE UNIVERSITY

MIDSIM I: "THE CONGRESSIOEAL GAME" MAY 14, 1971

SENATE FOREIGN RELATIONS COMW1TTEE

CHAIRMAN ROYAL CLINE

SENATOR PRO ROBERT CUTTS

SENATOR CON FRED ALVAREZ

SENATOR SWING RUDOLF JONICE

HOUSE APPROPRIATIONS COMMITTEE: suBcommirEs ON FOREIGN OPERATIONS

CHAIRMAN EDWIN TOLLE

REP. PRO THELMA ROEBUCK

REP. CON DONALD DULITZ

REP. SWING ROBERT PAYETTE

REP. ANTI-RE-ORG. BRENT GATCH

PRMIDENTIAL ADVISORY GROUP

SECRETARY OF STATE

SECRETARY OF DMENSE

SPEC. ASST. MAT. SEC. AFFS.

DIR. OFFICE OF MGT. & BUDGET

VAL MAHAN

JAMES SMITH

ABRAHAM HIRSCH

EUGENE CHIAVAROLI

AGENCY FOR INTERNATIONAL DEVELOPMENT

ADMINISTRATOR DESMOND OiRIORDAN

DEP, ADMIN. DANIEL SUTTON

AUDITOR GENERAL JOHN CLARY

A/A LEG. 14 PUB. AFF. QUINCY BENBOW

A/A NgsA JGSEPH KEMPER

DIRECTOR AID/NANESA ROY D. NEWMAN

NANESA DESK OFFICER, A HAROLD JONES

-29-


ROLE PLAYING

-30-

Role playing is the unrehearsed acting out of situations calling forinteraction among people. It provides data for analysis of individualand group behavior. In role playing, the participants "make believe"and they act spontaneously. They can experiment with different be-haviors and study different solutions to typical human relationsproblems. In so doing, they may discover and practice more effectiveways to respond and develop new skills for use in real-life situations.

Role playing is not an end in itself. It is a means to provide morevivid and concrete material for examining and improving behavioralskills. The aim is therefore not a polished dramatic productionbut the depiction of interaction which will stimulate analysis,further the growth of insight, and provide opportunities for tryingout and practicing new ways of saying and doing things. The mostproductive analysis and the most useful learnings usually come fromthe faults which are shown rather than the skillful behaviors whichare demonstrated; important as it is also to identify the good points.It is a fact that skillful behavior seldom elicits as much analysisof alternative ways of behaving as does that which is inept.

The essential minimum details of the situation to be role playedshould be clear. Such details help make the situation real to theparticipants. There should not be, however, so many facts that therole players feel bound by information and cannot behave spontaneously.An important characteristic of good role playing is that the individ-uals create roles unhampered by the clutter of much detail.

Most people enjoy taking part in role playing, especially after a firstexperience with it Those who are anxious about it, should not bepressed. There are some hazards. A person who is called upon toplay an unfavorable role must be sufficiently secure so that he willnot be put under undue stress during the evaluation. A person whois called upon to play a role similar to that which he normally performsmay learn nothing about himself if he plays it well, or may be de-vastated during the critique if he has performed poorly. Role playingshould be the occasion for individuals to test behavior that is nota part of their usual roles.

It is important that all playing situations be analyzed not onlyto understand the interaction that occured, and the behavior illus-trated, but also the alternative ways the situation might have beenhandled.

Above all, the participants should welcome role playing as an oppor-tunity to experiment with different behaviors in a non-threateningatmosphere in which the objective for all is to learn.

(adapted fi4.:td Nylen, Mltchell, and Stout: Handbook of StaffPevelopmen,t__andHutsaro

MAXWELL INPERNATIONAL DEVELOPWW SEmTUATtSYRACUSE UNIVERSITY, SYRACUSE, N.Y.

ROLES FOR MIDSIM I

-31-

A distinguished senior Senator who is aprofound and articulate critic of Administrationforeign policy. Deeply suspicious of %mericancommitments around the world; concerned aboutthe receding role of Congress in foreignaffaira particularly with regard to mattersof war and peace.

Senator from an urban state. Concerned withthe growing neo-isolationism in the U.S.Believes the country should set an examplefor international cooperation because it is

in our national interest. Sephisticated,scholarly, ambitious, generally pro-foreignaid.

Senator from a predominately rural state whois alarmed at the expansion of bureaucracyat home and abroad. Argues that hand-outsand give-aways,charity at home and abroad,never solved any of our problems. Generallyanti-foreign aid.

Senator with Presidential aspirations. Acautious, ambitious, supporter of the middle-

of-the-road. An advocate of compromise. Willswing in whatever direction appears to bepolitically popular.

A knowledgeable, intelligent Cabinet member.

A close personal friend of the President, but

also widely respected in Congress. He is asensitive and sincere spokesman for thePresident and defender of his foreign policy.

An influential former Senator, who is now aCabinet member and staunch defender of thePresident's military policy. A guardian atthe gates or American national interest.Believes that strength is the only guarantorof security in a world full of threats toU.S. interests.

Intellectual with major responsibilities inthe formulation of Americ an foreign policy.Competent, influential, behind-the-scenestype. A coldly analytic mind, a globallong-range outlook, a massive command of

data.

-32-

A trusted Presidential advisor who has beengiven the responsibilities for re-orderingpriorities, minimizing costs and maximizingreturns by trimming the fat from the budgetand the bureaucracy.

A respected academic admiaistrator who direc sthe foreign aid effort. Quiet, .thorough,dedicated, thoroughly familiar with theintricacies of the world-wide program and itsrelations to broader foreign policy issues.Steady under fire. Effectively utilizesstaff.

10. A top-level policy maker and administratorwho is skilled in playing the number tworole to a popular leader. Deeply involvedin administrative reorganization, but knowledge-able about the total foreign aid effort.

11. A capable and thorough manager of the foreignaid establishment. Concerned with efficiencyof operations and the proper handling offinancial resources. Aware of the weaknessesand criticisms of aid expenditures. A watch-dog of the budget.

12. An alert and articulate administrator whoknows Congress--its strengths and weaknesses.A close watcher of the media; sensitive topublic opinion. An operator who provides hissuperiors with "inside" data. Knows thelegislative process.

13. A regional spokesman. Knowledgeable aboutNorth Africa, Near East, South Asia. Apersuasive advocate ef the importance of thisvast area to the U.S. Familiar with overallU.S. policy and objectives.

14. An experienced overeeae administrator capableof mastering details of a country program andpolicy. Persuasive in defense of his country'sprogram as it relates to broader regionaland global U.S. policy.

.,WEN7=115. An administrator capable of mastering the

political, social, and economicdhta on a singlecountry. A persuasive advocate of thia countrylpivotal position in the region, and itsimportance to the U.S. Able to field.questionson any subject with great facility.

36

-33-

16. A powerful Congressman, dedicated to theproposition that the taxpayer's dortar isbeing squandered all over the world.Totally knowledgeable about the weaknessesand problems of the foreign aid program,and convinced that the entire executivebranch Is staffed by inept, untrustworthy,deceptive bureaucrats.

17. A handsome, energetic Representative from asuburban constituency. Attracts a Largefemale vote. Knowledgeable and concernedabout foreign affairs. Generally favorsforeign aid. He is more profound than isgiven credit for.

18. A former city machine politician whose pos-ition in Congress is a plum for long serviceto the Party. Concerned only with contractsfor his district. Alarmed at foreign importsand their effect on employment at home.Generally anti-foreign aid; feels money shouldbe spent in our cities.

19. A Congressman with greater ambitions. Watchesthe polls very carefully. Wants to build arecord by voicing the current popular concerns.At the moment is anti-foreign aid, but couldswing if convinced it was the popular thingto do.

20. A Representative who is conderned with thein which the Executive Branch gets its wLyin foreign affairs. Particularly suspiciousof efforts to re-orgrnize AID; sees this asone more way of weakening Congressionalcontrols. Can be either pro-or con-foreignaid, but wants Congress to firmly controlwhatever is appropriated.

37

HOUSE OF REPRESENTATIVES

NINETY -sEcoar CONGRESS

COMMITTEE ON APPROPRIATIONS

Subcommittee on Foreign Operations and Related Agencies

Otto E. Passman, Chairman

John J. Rooney, New YorkJulia Butler Hansen, WashingtonClarence D. Long, MarylandJohn J. McFall, California

Garner E. Shriver, KansasSilvio O. Conte, MassachusettCharlotte T. Ried, IllinoisDonald W. Riegle, Jr., Michigan

-34-

Hearings are being held on the Foreign Assistance Act of 1971, which rlovides

the budget for Fiscal Year 1972. .The primary concern of your committee is the

budget, and at this particular hearing it should be the portion of the budget

devoted to AID, particularly that devoted to technical assistance. You are, of

course, free to question alone. any line you feel useful. The Committee will

coAsist of:

1. The aultizumn

2. Rep. : who is generally pro-foreign aid

3. Rep. : who is generally anti-foreign aid

4. Rep. : who can swing either way

:lathers of the Committee may wish to read past testimony before the committee

to get a sense of the nature of questions, and the kinds of positions displayed

by the committee members. This testimony will be found in the Seminar Reaeing

room. The enclosed clipping will give a sense of the style and diligence of

the Chairman.

Each member of the committee should have the following:

1. U.S. Foreign Policy objectivea

2. U.S. Foreign Assistancci Objectives

3. U.S. Budget in Brief: Proposed for FY 1972

4. U.S.-International Affairs and Finance Budget: Proposed for FY 1972

9-10 AM

D:15-12

HOUSE -35-

STRATEGY MEETING. The Committee le.11 meet in closed session toconsider the President's proposed Foreign Assistanee Act of 1971(consisting of two Policy Statements -- Foreign Policy Objectives andForeign Aasistance Objectives -- and a budget for International Affairs-and Finance for FY 1972). It is the Committee's job to scrutinizethese and modify them in whole or part. The strategy meeting shouldconsider possible lines of questioning by respective members of thecommittee to assure that the key problem areas are covered in thehour and a half devoted to the hearing. It is recommended thatattention be concentrated on the protion of the budget devoted toAID and particularly that portion devoted to Technical Assistance.All members of the Committee should attempt to make sure that theirlines of questioning are heard.

OPEN HEARINGS. The witnesses at this hearing will be the Administratorof the Agency for International Development and his associates.

LUNCH HOUR

LEGISLATIVE MARK-UP SESSION. The Committee will meet in closed sessionto "mark-up" or amend the legislation that has been proposed. Theoutput of the session should be put on the form provided; this willcall for your dollar figures for each line item, and for the specificguidelines or prohibitions you wish to attach to the use of the money

you are providing the Agency. The Chairman should hand the completedform to the MIDSIM Director by 3 PM

PM COFFEE BREAK

:15 STATE/AID POLICY BUDGET MEETING. All members of Congress will witnessthe Executive Branch's response to the legislation you have justhanded them. YOU ARE NOT TO l'ARTICIPATE IN THE DISCUSSION AT THIS

TIME, but are simply to observe what they are doing, as if they were

in a fishbowl. Youelay take notes on points you wish to discussduring the cirtique session.

PM CRITIQUE SESSION. This will be the opportunity to discuss the entireday's proceedings, but will_begln with your comments on the meeting

you have just observed.

ADJOURN

There will be a replay and diseussion of the videotapes of the

morning hearings on Monday morning.

UNITED STATES SENATE

NINETY-SECOND CONGRESS

Committee of Foreign Relations

J W. Fulbright, Chairman

John Sparkman, AlabamaMike Mansfield, MontanaFrank Church, IdahoClaiborne Pell, Rhode IslandGale W. McGee, WyomingStuart Symington, MissouriEdmund S. Muskie, MaineWilliam B. Spong, Jr., Virpinia

George D. Aiken, VermontKarl E. Mundt, South DakotaClifford P. Chase, New JerseyJohn Sherman Cooper, KentuckyJacob J. Javits, Yew YorkHugh Scott, PennsylvaniaJames B. Pearson, Kansas

-16-

Hearings are being held on the ForeigruAasistance Act of 1971. The specificmatters under consideration are two Presidential documents entitled: UnitedStates Foreign Policy Objectives for the 1970's (FPO), and United StatesForeign Assistance Objectives: FY 1971 (FAO). These two documents constitutethe policy section of the proposed Foreign Assistance Act of 1971. The witnesslmare seeking your approval of these statements. The Committee will consist of:

1. The Chairman

2. Senator : who is generally pro-foreiAn aid.

who is generally enti-foreign aid.

: who can swing either way.

Senator

4. Senator

Members of the committee may wish to readgat a sense of the nature of questioning,by the committee members. This testimonyroom. The enclosed clippings will give amembers of the committee.

past testimony before the committee toand the kinds of positions displayedwill be found in the Seminar Readingsense of the positions of two important

Each member of the committee should have the following:



U.S. Budget in Brief: Proposed for FY 1972

U.S. International Affairs and Finance Budget: Proposed for FY 1972.

-2- U.S. SENATE-37-

9-10 AM STRATEGY MEET NG. The Committee will meet in closed session to consider

the President's stated Foreign Policy Objectives, and Foreign Assistance

Objectives. He has proposed that these become part of the Foreign

Assistance Act of 1971. It is the Committee's job to scrutinize these

and to approve or modify them in whole or in part. The strategy meeting

should also consider possible lines of questioning by the respective

members of the Committee.

10:15-12 OPEN HEARINGS. The witnesses at this hearing will be the Secretary of

State and his associates. The ostensible subject under consideration are

the rwo documents in hand: the FPO, and the FAO.

12-1 LUNCH HOUR

1-3 PM LEGISLATIVE MARK-up SESSION. The Committee will meet in closed sess on

to "mark-up" or amend the two documents on which they havm heard testimony

in the morning. The output of the session whould be an approved set of

Foreign Policy Objectives, and an approved set of Foreign Assistance

Objccctives that clearly indicate the directions in which the Senate

advises the Preisdent to act. Hand the amended statements to the MIDSIM

Director by 3 PM.

3 COFFEE BREAK

3:15 STATE/AID POLICY-BUDGET MEETING. All members of Congress will attend

this meeting as observers. You will witness the Executive Branch's

response to the legislation you have just handed them. YOU ARE NOT TO

PARTICIPATE IN THE DISCUSSION at this time, but simply observe what they

are doing, as if they were in a fishbowl. You may take notes on poiats

you wish to discuss during the critique session.

4 CRITIQUE SESSION. This will be the opportunity to discuss the entire

day's proceedings, but will begin with your cements on the meeting you

have just observed.

5 PM ADJOURN

There will be a replay and discussion of the video-tapes of the morning

hearings on Monday morning.

-38-

PRESIDENTIAL ADVISORY GROUP ONINTERNATIONAL AFFAIRS AND FINANCE

For Ourpo3es of simulating the various forces at work in theformulation of Presidential policy, we are creating an advisorygroup who are responsible to the Presidnet for proposing relevantpolicy, and defending it before relevant Congressional committees.

The Group consists of the following:

1. The Secretary of State

2. The President's Assistant for National Security Affairs

3. The Administrator of AID

4. The Director of the Office of Management and Budget

Members of the Group may wish to read previous testimony before theHouse Foreign Affairs Committee, the Senate Foreign Relations Committee,and the Passman Subcommittee of the House Committee on Appropriationsto get a sense of the kinds of questions, and questioners, they mayexpect on the Hill.

Each member of the group will have the following:



3. U.S. Budget in Brief, Proposed for Fiscal 1972

4 U.S. International Affairs and Finance Budget: Proposed forFY 1972

You may also wisfi to look at recent statements by the Presidentand by the Peterson Committee before your appearance.

42

) AM

-2- PRES. ADVISORY GROUP

STRATEGY MEETING. The Group will meet in closed sessionto consider the strategy for defending and explicatingthe President's policies before theSenate Committee.

10 COFFEE BREAK

10:15 OPEN HEARINGS: Senate Foreign Relations Committee.The Secretary of State will lead off, to be followed byothers as Lnvited by the committee or as required in a"witness team" presentation.

12-1 LUNCH HOUR

-39-

1 PM COUNTRY PRESENTATION. Members of the group will join AIDofficials in hearing and discussing a Country Presentationaimed at illustrating the translation of U.S. policy tntoterms of a specific country program, and justifying aspecific portion of the AID budget for the implementationof that country program.

3 PM COFFEE BREAK

:15 STATE/AID POLICY-BUDGET MEETING. Members of the groupwill join AID Officials in considering the Legislationwhich has just been received from Congress. This involvesdiscussion of how to live with the budget, and with therecommended policy changes. It finally involves translatingthe policy into a specific set of objectives for a specificcountry, and allocating a portion of the budget to thatcountry for the implementation of the program. The meetingwill be co-chaired by the Secretary of State and theAdministrator for AID. The Congressmen, acting as thesilent public, will observe this meeting. The output ofthe meeting will be Five Development Objectives for Nanesa,and AID's FY 1972 Budget for Nanesa. Forms are providedfor recording the results of this meeting, and should beturned in to the MIDSIM Director upon completion.

CRITIQUE SESSION. This is an occasion for the discussionof the entire day's proceedings. The discussion will beled off by the silent observers who have been watching themeeting during the preceeding hour. The MIDSIM Directorand other process observers will also participate in thiscritique session,

4 PM

5 PM ADJOURN

VIDEO-TAPE REPLAY AND DISCUSSION OF THE CONGRESSIONALHEARINGS WILL BE HELD ON MONDAY MORNING.

43

-40-

AGMNCY FoR INTERNATIONAL DEVELOPMENTWASHINGTON, D.C.

For the purposed of simulating the processes Whereby ForeignAtisistance policy is formulated, translated into legislativeproposals, and defended, we are convening a core AID groupconsisting of the following officials:

1 Administrator

Deputy Administrat(Ir

3 Auditor General

4,, Asst. Administrator for Legislative and Public Affairs

5. Asst. Administrator Bureau for Near East and South Asia

6 Mission Director, AID/Nenesa

7. Nanesa Desk Officer

Members of this group may wish to read previous testimony before theHouse and Senate Committees to get a feeling for the kinds of questions--and questioners -- they may expect on the Hill. You may also wishto check the library for recent statements by the President, andAdministrator Hannah before your appearance. In addition, the niumBureau men, and the Mission Director will have materials on Nanesaon which to base their Country Presentation at 1 PM. They willbasically act as obaervers during the hearings, in order that theirPresentation can take into account points of concern that emergefrom the Congressional Committees. They should make sure that theydover both Committee hearings.

Each member of the AID group will have the following:



3. U.S. Budget in Brief, proposed for FY 1972

4 U.S. International Affairs and Finance Budget: Proposed forFY 1972

4 4

9 AM

-41--a-

STRATEGY MEETING. The Group will meet n closed sessionto plan the most effective presentation tc, the HouseCommittee. The meeting will be chaired by the Administrator(the Deputy Administrator will take over when tne Administra-tor has to leave to meet with the Presidential AdvisoryGroup)._ An attempt should be made to make the presentationa "team" effort, although the NESA and Nanesan personnelshould make minimal -- if any -- presentations to Congress.

10 ClPFEE BREAK.

10415 OPEN HEARINGS. MUSE APPROPRIATIONS COMMITTEE. (Subcommitteeon Foreign Operations, etc.), The Administrator will leadoff, to be followed by others as invited by the Committeeor as part of the "witness team" strategy. The principalconcern before this committee is budget (especially tech-nical assistance budget) and Foreign Assistance policy,rather than grand world strategy.

12-1 PM LUNCH HOUR

1 COUNTRY PRESENTATION. AID Officials, joined by members ofthe Presidentes Advisory Group, will hear a PreF,entation onNanesa. The Assistant Administrator for NESA will stressthe importance of the region, and the country of Nanesawithin that region; the Nanesa Desk Officer will give abriefing on the country itself. The Mission director willtalk about the Country Assistance plan and how it exemplifiesU.S. objectives, and will present the proposed budget forNanesa and defend it. The objective of the session is totranslate broad policy and budgetary matters into termsof a specific country, and defend the translation.

3 PM COFFEE BREAK

3:15 STATE/AID POLICY-BUDGET MEETING. The meeting will beattencied members of the Presidential Advisory Group anuAID and will be observed by the Congressmen (representingthe public, and silent -- for the time being). The meetingwill be co-chairaSithe Secretary of State and theAdministrator of AID, and will consider the newly passedlegislation and "how to live with it". This involvesdiscussion of thz appropriation, and the recommended policychanges or emphases. It should involve translating theLegislation into terms of a specific country, Nanesa, andallocating a portion of the budget for the implementationof that country program. The output of the meeting will befivc; Development Objectives for Nanesa, and AXD's Fr 1972Budget for Nanesa. Forms are provided for recording thisoutput and submitting it to the MIDSIM DIRECTOR uponcompletion.

AID -42-

4 PM CIUTIWN 51381011. This is the occasion for the discussionor the entire day's proceedings The discussion will beled of by the silent observers or the previous hour'smeeting. The IUDS= Director and other process observerswill akso participate in this critique session.

ADJOURN

Video-tspe replay and discussion of Congres tonal hearingswill be held on Monday morning.

-43-

uNrrED STATES FOREIGN POLICY OBJECTIVES FOR THE 1970'S

) Peace must be attained and maintained through the cooperativeefforts of the partnership of the free world.

2) We will always be willing to negotiate differences with ouradversaries.

3) Our policy must support our interests; our commitments must beshaped by our interests.

4) American military strength is essential to the maintenanceof a durable peace; and we will not be less strong than isnecessary.

5) We expect a more responsible participation by our friends intheir own defense and development.

6) We expect a cooperative effort of all nations in econo icdevelopment.

7) We recognize a special relationship with our sister republicsin the Western Hemispheres and we do not intsnd to dominatethat relFttionship.

8) We shall encourage the development of regional institutionsin Asia.

9) We shall continue our support of the United N tions and itsrelated agencies.

10) We shall press for the freer flow of capital and goods amongnations.

-44-

UNITED STATES FOREIGN ASSISTANCE OBJECTIVES: FY 1971

) To concentrate our assistance in countries with the greatestdevelopment promise and the strongest will to help themselvesachieve self-sustainir_g growth.

2) To emphasize technical and professional assistance designedto build institutions necessary :'111 long-term nationaldevelopment.

3) To give high priority to programs which encourage greaterproduction and better distribution of food and enhance theability of parents to choose the size of their own families.

To encourage the investment of private resources from theUnited States and from the less developed countries themselves,to supplement other development efforts.

5) To encourage broad popular participation by the people of theless developed countries in the planning, execution, andbenefits of development progress.

6) To foster regional cooperative efforts among countriesseeking common development goals.

7) To assist the less developed nations to safeguard theirinternal and external security.

8) To take such steps as may be necessary to assure that, to themaximum extent practicable, the furnishing of agriculturalcommodities, disposal of excess property and United Statespayments to international lending institutions, undertakenpursuant to this or any other Act, will complement end becoordinated with assistance provided under this part.

-45-

UNITED STATES GOVERNMENT: BUDGET IN BRIEF

ESTIMATED BUDGET RECEIPTS AND OUTLAYS FOR FISCAL YEAR 1772(in millions of dollars)

Description 1970actual

1971est

1972est-

Receipts by source:Individual income taxes 90,412 88.300 93,7ooCorporation income taxes 32,829 30,100 36,700Social insurance taxes and contributions:

Employment taxes and contributions 39,133 42,297 50,225Unemployment insurance 3,464 3,604 4,183Contributions for other insurance &retirement 2,701 3,072 3,151

Excise taxes 15,705 16,800 17,500estate and gift taxes 3,644 3,730 5,300Customs duties 2,430 2,490 2,700Miscellaneous receipts 3_424 3 800 4,134

Total receipts 193,743 194,193 217,593

Outlays by function:National Defense 80,295 76,443 77,512International affairs and finance 3,570 3,586 4,032Space research and technology 3,749 3,368 3,151Agriculture and rural development 6,201 5,262 5,804Natural resources 2,480 2,636 4 243Commerce and transportation 9,310 11,442 lo 937Community development and housingEducation and manpowerHealth

2,9657,28912,995

3,8588,30014,928

4,4958,80816,olo

Income securityVeterans benefits and services

43,7908,677

55,5469,969

6°,73910,644

Interest 18,312 19,433 1 ,687General government 3,336 4,381 ,970Allowances for:

Revenue sharing 4,019Pay increase 500 1,000Contingencies 300 950

Undistributed intragovernmentaltransactions 38o -7,197 -7,771

Total outlays 1960588 2120755 2290232

Budget deficit 2 845 18 562 1106 9

-46--

U.S. GOVMENMENT: EXECUTIVE BUDGET FOR FY 1972-

INTERNATIONAL AFFAIRS AND FINANCE

ProgramOutlays in millions

1072-estima

1971)actual

-1971_estimate

Economic and financial assistance:

International security assistance:

Military assistance" 2

Supporting assistance

Multilateral development assistance

($593)

485

337

($1,175)

504

415

($1,025)

658

495

Bilateral development assistance 10050 1,011 1,056

Other economic and financial assistance 359 260 427

Food for Peace 937 1,014 962

Foreign Information and exchange activities 235 240 243

Conduct of foreign affairs 398 421 453

Deductions for offsetting receipts ... . ... . .. -232 -279 -261

TOTAL 3,570 3,586 4,032

1Outlays for military assistance are included in the national defensefunction. They are not included in the totals shown for internationalaffairs and finance.

2Exeludes trust funds.

50

4

-47-FOREIGN ASSISTANCE ACT OF 1971

An Act to promote the foreign policyp.security, and general welfareof the United States by assisting peoples of the world to achieveeconomic development within a framework of democratic, economic,social, nd political institutions, and for other purposes.

PART I. FOREIGN POLICY OBJECTIVES

1.

2.

5.

7.

10.

11.

PART II . FOREIGN ASSISTANCE OBJECTIITE8

1.

2 .

10 .

-49-

FOREIGN ASSISTANCE ACT ap 1971

INTERNATIONAL AFFAIRS AND FINANCE APPROPRIATIONS FORFISCAL YEAR ENDING JUNE 30, 1972

(in millions of U.S. dollars)

Program

Economic and financial assistance:International securitx ssistance:Military assistance'Supporting assistance

Multilateral development assistance O O 00e0s,op OOOOOOOOBilateral development assistanceOther economic and financial assistance

Food for Peace

Foreign Information and exchange activities

Conduct of foreign affairs

Deductions for offsetting receipts 32

TOTAL

1-Out.Lays for military assistance are included in the national defensefunction. They are not included in the totals shown for internationalaffairs and finance.

2Excludes trust funds.

GENERAL, ADMINISTRATIVE, AND MISCELLANEOUS PROVISIONS

1.

5-

UNITED '_1TATES GOVERNMENT

A.I.D. Commitments to the Republic of Nanesa

by Appropriation Category

Fiscal Year 1972

(in thousands of U.S. dollar

)proprtat ion Category

?velopment Loans

apporting Assistance

aternational Organizations (IGG)

ontingency Fund

dministrative Expenses

echnical Cooperation/

-50-

actual

1970

revisedestimate1971

proposed Appro-printed

1972 1972

23,000 24,000 20,000

20,500 19,500 22,500

250 250 250

100 100 100

150 150 150

evelopment Grants 6,1coo 7,000 8,000

m.liMiNiLam7M

Total 50,000 51,000 51,000

-51-

MIDSIM: SPECIAL ROLE INSTRUCTION

T'c. following instruction has been given only to you. Take it into accountin playing the role you have been assigned. You may or may not wish toot:?re the instruction with others, but your behavior in the role shouldillustrate this instruction in some way.

CHAIRMAN PASSEAN

AID may try to push for the Presidentts re-organization scheme.This will lessen the control by your Committee over the totalForeign Aid program. You should refuse to go along with this.

Your strength lies in the fact that the total foreign aid budegthas to pa ss through you. KEEP.IT THAT WAY.

In other words, the result of these'hearings should be framed interms of another annual amendment to the Foreign Assistance Act.

You may wish to go along wit'l minor changes ( changes of naneoor possibly even the removal of Supporting Assistance (public safety)fro,r. Foreign Aid) but that's up to you.

CHAIRMAN FULBRIGHT

You should concern yourself primarily with POLICY -- both -the Foreign Policy Objectives and the Foreign Assistance 0.,jectives--as proposed by tbe President . ( The Dollars are being handledby Otto Passman, itt the House, and he is as good a watchdog as youwill find),

If the subject of AID re-organization.should come up, resist it. Itis another effort by the 'resident to diffuse Congressionalcontrol over Foreign Affairs.

You may, however, choose to go along with the proposal toseparate out of the Foreipn Aid establishment, matters dealingwith supporting assistance, and public safety.

apr. 8,1970

Asian Bank ScandalWAS.'INGTON A secret inquiry Into the Asian Develop-

ment Bank, supported by the American taxpayers to the ttmeof $200 million has produced evidence or a lolloping boondog-

gie.The inquiry was conducted behind closed

doors by Rep. Otto Passreare D-La.. the crustyarch foe of foreign aid who dropped out of thefourth grade, studied accounting while hescratched nut a living and developed a fierce

. attachment tor every dollar he ever earned.He now treats the taxpayers' dollars withequal tenderness.

Breathing flame from both nostrils, hefd blistered the hank's U.S. representative and a

Anderson gaggle of Treasury Department officials tornot taking better care el the taxpayers' $200 million.

Before the hearing ended, the exasperated Penman wasmoved to exclaim: el think this is the most mismanaged outfitI have ever had anything to do with! . . Gentlemen, you aretaking this country for a ride!"

THE ASIAN Development Bank was founded In 1956 toprovide loan assistance to underdeveloped Eastern nations.Passman discovered, instead, that most of its funds are tied upIn investments and that almost half its profits are squanderedon overhead. Here are some of his secret findings:

Altouge; the hank has assets of ahout ;452 million, loanshave been approved for less than $140 million. The bank,whose purpose le to grant development loans, seems more in-terested in seeking investment opportunities.

In more than three years of operation, the bank has dis-bursed only $9.3 million against the loan commitments, but hasspent $11.6 million for administrative expenses. This shockingdisproportion can be justified, in small part, by the extra ex-per of getting organized.

"the bank has 438 people on the -payroll, not colleting thetop executives. The Export-Import Bank, with six times its 115-sets, has only 364 employees. '

LAST YEAR. the Asian Development Bank reported $12.9minim in profits. Less than two per cent of this came fromInterest, the rest from Investments. About 95 per cent of theprofits, $5.6 million all told, was eaten up by administrative ex-penses. In contrast, the Expert-Import Bank spends only 5 percent of its profits for overhead.

The Asian bank, whose loan money Is supposed to be used

strictly In develop poor nations, has been granting personalloans to its steff.

The U.S. representative, Bernard Zagorin. told Passmanthat the bank had invested about $100 million In American se-curities. Yet, despite this unused $100 million, the bank recent-ly herrowed115 million.

By now, Passman was Incredeious. "Why,/' he demanded,"would it be necessary to float bends and pay 7 per cent Inter-est on $15 million when you had approximately MO million Otihand that you didn't need for immediate use?"

ZAGORIN EXPLAINED lamely that "it is felt necessary toset the international money markets familiar with the bankand the bank's operations."

When the Louisiana legislator began to dig Into the bankexecutives' entertainment expenses euphemistically re-ferred to as the "representation allowance" he found lt hadIncreased over the past year from $29,000 to *44,000. He asked

why."Becauee." said 7.agnrin, "more than half et the 194,000 is

fm the office of 111,- vrosimk-ncy And for official receptions andm forth."

5 6

Adviser Runs"Cod ol to Tim NW 'Art =an

WASHINGTON. Jan. 18--Dr. K., as the White Housestaff sometimes call HenryA. Kissinger, runs a Complexand growing system of coni-mittees to manage UnitedStates foreign policy.

The office of the Presi-dent's principal security ad-viser Is preparing to com-puterize contingency plansand other vital informationon world trouble spots forpush-button recall. That willmake the White House oper-ations more self-contained.

The White House has puton microfilm the literallyhundreds of papers that haveentered the Kissinger com-mittee system over twoyears. It takes business ma-chines just to keep track ofthe flow of paper.

One glance at the budgetfigures shows how muchmore ambitious Mr. Xissin-ger's operation is than thoseof McGeorge Bundy underPresident Kennedy and WaltW. Rostov/ under PresidentJohnson.

The National SecurityCouncil staff budget this fis-cal year runs $2.2 - million,more than triple Mr. Res-tow's budget in 1968 andtwo and a half times Mr.Bundy's in 1962. One largechunk of the increasenear-ly 8500,000is going foroutside consultants doingresearch for Mr. Kissinger.

The heart of the Kissin-'ger system is the committeestructure, stacked up like thedecks of an ocean liner. withthe National Security Coun-cil on top.

a Gro*ing'e

NATIONAL SECURITy COUNCILHeaded by President Nixon

WashingtonSpeeiil Aetionsg

GroupKim)

5 I-

;YILJUE:

Committee Complex

L The 44) Comm- (Covert action)

.3" e -

Henry a.Kissinger

Presidential Assistant forNational Security Affairs

Pillion., of &WooReview Group orol

goo Miler intsragfincycommittees)

enst Programseview Committe

*3??"

enior Review Group,,(Imes of all kinds)

<. 7"f.'llecartmattgil?

VerificationPanel

(StrategiaArms Talks)

.MFdk Ear!

)oreei4 73411,0141iittka*

ibo Nye York Than

Just before the policy op-tions go before the President.they are rigorously reviewedby one of the first-tier com-mittees, all headed by Mr.Kissinger. Lesser matters areleft to a different systemthe Under Secretarys Com-mittee. headed by UnderSecretary of State John N.Irwin .2d.

The most broad - rangingof the Kissinger committeesis the Senior Review Group,which deals with issues ofall kinds. The others have

Jan. 19,1471

specialties: the Vietnam Spe-dal Studies Group, the Veri-fication Panel (strategic armstalks), the Defense ProgramsReview Committee (militarymanpower and budgeting),Washington Special ActionsGroup (for managing crises)and the Forty Committee(for supervising covert intel-ligence operations; so namedbecause of the number of thePresidential memo that es.tablished it.)

The core memberalap ofall the committees is much

the same: Under SecretaryIrwin or U. Alexis Johnson.Under Secretary for PoliticalAffairs; David Packard. Dep-uty Secretary Of Defense;A"n. Thomas H. Moorer,Chairman of the Joint Chiefsof Staff, and Richard Helms.Director of Central Mtelli-gence. Budget and AtomicEnergy Commission officialssit on the defense panel andother agencies take part asneeded.

On the deck below are sixinterdepartmental groups setup on a regional basis andheaded by an assistant sec-retary of state. PuralIel. andoften competitive to that, areworking groups nm by Mr.Kissinger's tup staff sidesand drawing on the best spe-cialists throughout the Gov-ernment.

More than one official hascommented that Mr. Kissin-ger, who directs the trafficas well as setting the generalintellectual tone of the dis-cussions, can shift the forumif he runs into bureaucraticroadblocks on any issue.

On crucial issues like thearms talks. Vietnam or de-feriae manpower, the work-ing groups headed by ICissin-ger aides do the staff stud-ies on which high-level pol-icy debates are later baaed

"With that setup," aknowledgeable official cornmented, "Henry has such ahammerlock on foreign poi.icy that you don't getthrough any options that hedoesn't think are reasonable.That doesn't mean he has toagree with you, but you haveto prove to him, to his sat-isfaction, that you've got areasonable case."

A

enator Fulbright Criticizes Bilateral Aid'of high-intereat; loans and erica through international or-charity, al We an know, is ganizatlons such as the Worlddemeening and democalizing. Bank, its soft-loan affiliate, theThe very knowledge that for-% International Development As-eign support will be forthoom- sociation, the various regionaling may _undermine the public banks and the United Nationswill and disgipline Whkh are- Development Fund.the .enly reliable engine of AdecinatelY utilized, theseeconomic development agencies could serve as Wee-Even at this late date many live vehicles toward the crea-diplomats regard American aid tion of an international fiscalprincipally as a weapon in the aystem built on the idea- thatcold war. aid to the poor nations of theBoth we and the Russians world is neither a gratUity norwould have to be mental de- . an instrument of nationalfee-rives not to haVe discovered policy but e public, Interns,-

To the Editor:. Although I strongly support.the case for muitilateral aid setforth in yous editorial of Feb.5, I do not agree that thereduction by Congress of bi-lateral foreign aid appropria--Vous is, as you called it onJan. 28, e letreat from-respon-

: sibility.", Even in Ita halcyon daysAmerican aid was -never morethan a minor factor in theeconomic developmentas Os-tinguished from stop-gap eco-nomic needs of recipientnations. The' experience of twodecades is that in a numberof reasonably .tered courrte American bi-lateral aid has made a modest:. for maintaining- an Americaa in relativebehind otherscontribution :to development, "absence" than the American ,

fallwhile in many other ,gauntries - "presence" whigh the, Agency foreign aid expendituras. Onit has had little or' no effect.- -.for Intc -national Development the contrary. I think it quiteIttand in certain small countries used to snsunend healthy o le others:take the

.of Asia and Latin America the. Probably the only area of temprincipal effect of our aid, has wOrld taday where America is

. been to sustain corrupt dic-1 genuinely popular is Soviet-tatorships- whose very 'wrvival .dominated riaittern Europe. It, 'suite my own Personal com-ic an obstacle to development. seeins to be a case of absence. , mitment to give full supaort

At the same thne that bi- making the heart grow fonder. to an expanded aid 'programlateral aid- breeds imperioei . Despite these difficulties, / under international manage-attitudes on the part of its fully acknowledge the oblige- . ment. But I will no longer'

.administrators, it encourages tion of the rich to aid the poor., 1:. support bilateral aid. It hasan urelaalthy attitude of de- . The only way I know -DU *: 'been tried ind found wanting.pendency on the part of the meeting that obligation with- 7. W. Finaluotrrrecalient. Thera, is an element ouf Incurring the disruptions Chairman; Senate Committeeof charity in bilateral ald of bilateralism is by channeling on Foreign Relationseven when it takes the form our aid and technical assist- Washington, Feb. S, 1970

by now that aid makes more tonal responsibility.enemies than it does friends. - I do not share the Times'sif ;riendship s what we are viStv that it 11, a national dis-after, there is more to be Said 'arace f th United sta

lead in at least brie majorinternational, activity,

Nonetheless, I Willingly re-

Nir fE6 lc, KHz)

5 3

'Mirror of o fission

. Congremsional dropouts at workAt one point in the House's often petty and

vindictive debate on the foreign aid appropri-ation, Donald Fraser (D-Minn.) turned to hispeers and said, "I am unable to understandhow so many members are able to followour Presidents into a war, and defend themin the war, all solidly lined up behind thePresident, both Democra"; and Republican,and yet be unwilling to fodow our President .

in his request for peaceful works in theworld." This plaint was na less poignant for

, not being new. The tendency to project inter-national policy in terms of military power .has long distorted American policy. Foreign..economic assistance, as the most symbolicfacet of a non-military policy, has sufferedaccordingly. (i

It is a dismaying comment on congres-sional acumen that only one member of thePresident's own party, John Buchanan ofAlabama, linked the aid bin to Mr. Nixon'slarger designs. Foreign aid is ersential, hesaid, to implement the Nixon Doctrine,which requires subzUtuting "economic andmilitary assistance by the US., plus greaterhelp from our allies and the threatened.peo-pies themselves, for the kind of involvement .

in which we are now engaged in SoutheaatAsia. . . . If we are not willing to provide .the President with the essential economic:support provided an thi, bill, ire 'might just

as well join the demonstrstors and activelyoppose hi: policy."

This insight was precisely what was miss-ing as the House voted the lowest aid ap-propriation in the program's history: $1.645billion, down $150 million from last yearand $537 million from what the radministra-,

tion had sauglat this year. incredibly but 1predictably, thr whole amennt of the cutwas taken from the economic s;de. The $350million asked for military aid (Vietnam and

:nobody knows how many other military1

items are in other billa) remained intact.The unkindest cut o all surely was the $37

million teken out of funds for technical as- ,sIstance distributed through multilateralorganizations. Technical assistance is, asSilvio Come (R-Mase.) aptly said, pid's"bread and butter . . This is what one .

reads about when we help an Indian farmergrow a better grain of wheat . . . helpingothers directly to help themselves." More-over, he pointed out, multilateral as distinct .

from bilateral is the category widely andcorrectly hailed as the wave of the devel-opmental future. . . . '

As though to toes a 'final pinch of 'salt intothe wound, the House eliminated n series ofpolicy amendmentsetensibly on groundsthat Alley ylolated Housq rulee against legis.!

55-

lating in an appropriations bill but actuallyon grounds of inter-committee pique. We donot defend the practice of writing policyclauses into money bills but we observe thathad the executive branch shown more sen-sitivity over the years to the policy questionsraised by friends of aid, the program mighthave been spared some of its harsher blows.In particular, there was value to the amend-ments reducing aid to countries Which divertscarce development funds to fancy militaryhardware. The Pentagon should be put onnotice not to send its arms vendors crawlingback through any of the reopened loopholes.

A point is made by some supporters of in-ternational development cooperation thatsince the President has promised to recastaid next year, one could not reasonably haveexpected more for aid this year. The troublethere is that other donors, and recipients,may draw their own conclusions from seeingthe United States perform like a dropout onaid. There is also the problem of crankingup momentum when the administration's

.new program, finally come along. The resultof Ott. House's action is to pile an extra

,nbligation on the President to come up witha sensible aid package, and an effectivestrategy for selling it, next year...-Washing.tan. ?Oat

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Com

-ra

nee

head

ed h

y Se

nato

r G

ale

W.

McG

ee (

D-W

yo.)

, tha

t "un

til a

new

aid

pro

gram

bas

ed o

n th

ePr

esid

ent%

..

. rec

omm

enda

tions

can

'be

enac

ted,

I b

elie

ve it

iscr

ucia

l tha

t our

pre

sent

pro

gram

,w

hich

had

pro

duce

d,so

lidsu

e-ce

sses

be

mai

ntai

ned

with

ads

.C

qua

te f

unds

.'"Pr

esid

ent's

Req

uent

Cut

-Pre

side

nt N

ixon

had

req

uest

ed.

$L81

2 bi

llion

for

pre

sent

'ten

dY

ear

aid

prog

ram

s.'T

he H

ome

redu

ced

the

figu

re la

y $5

36.8

rei

t-lio

n la

st J

uni.

pilf

er, A

dmin

istr

ator

Han

nah.

told

the

eubc

omai

iiise

e th

at th

e$1

.276

bill

ion

vote

d by

the

Hou

se"i

s no

t eno

ugh

to m

ake

it: p

ossi

ble

to c

arry

for

war

d ou

r m

issi

on."

'

The

Sec

reta

ry ..

of S

tate

sai

d it

is o

rdy

righ

t the

Uni

ted

Stat

esSh

oeld

hel

p de

velo

ping

cou

ntri

esw

ith th

eir

econ

omic

'.an

d so

cial

burd

ens.

He

cite

d ro

tas

of p

ast

U.S

. for

eign

- ai

d pr

ogra

ma

but

note

d th

at th

e U

.S. r

ole

is d

ecre

ase

ing. "T

he U

nite

d St

atea

has

pla

yed

am

ajor

rol

e.. s

ucce

ssfu

l (ai

d)ef

fort

s, b

ut o

ur r

elat

ive

shar

e ha

sdi

min

ishe

d re

cent

ly. W

e re

mai

nby

far

the

larg

est s

ingl

e do

nor,

but 1

1 co

untr

ies

now

pro

vide

mor

e:of

fici

alai

d as

a p

erce

ntag

e of

thei

r gr

oss

natio

nal p

rodu

ct th

an.

we

do. T

he f

isca

l 197

1 A

IO a

p-pr

opri

atio

n re

ques

t of

$113

bill

ion

is th

e lo

wes

t in

15 y

ears

and

$10

0m

illio

n le

ss th

an w

e as

ked

for

in.f

isca

l 197

0. T

his

year

% f

igur

e re

pere

sent

s on

ly a

bout

one

-fif

th o

f on

epe

rcen

tof

our

gros

sna

tiona

lpr

oduc

tin c

ontr

ast t

o th

e ne

arly

thre

e pe

rcen

t of

GN

P th

at w

e pr

o-vi

ded

for

econ

omic

aid

in f

isca

l19

49 d

urin

g th

e M

arsh

all P

lan.

"We

shou

ld n

ot n

eces

sari

ly e

x-pe

ct o

ur a

idco

ntri

butio

ns th

isye

ar to

mee

t any

par

ticul

ar p

er-

cent

age

targ

et in

term

s of

our

GN

P. O

ur d

omes

tic r

eqoi

rem

ents

mus

t be

serv

e& a

nd s

ome

deve

lop-

ing

coun

trie

s ba

ve c

ease

d to

nee

d .la

rge

amou

nts

of a

id.,

"But

the

cont

inui

ng e

cono

mic

disp

arity

bet

wee

n th

e ri

ch n

atio

nsan

d th

e po

or n

atio

ns m

akes

a s

ub-

stan

tial p

rogr

am n

eves

sary

."O

n m

ultil

ater

al a

nd b

ilate

ral .

.ald

prog

ram

s, S

ecre

tary

Rog

an s

aid:

."T

his

Adm

inis

trat

ion

has

also

stre

ssed

the

incr

ease

d im

port

ance

of m

ultil

ater

al le

ader

ehip

.and

in-

stitu

tions

in o

ur f

orei

gn a

ssis

t-"

ance

, and

has

&ek

ed f

or in

crea

sed

appr

opri

atio

ns f

or th

at p

urpo

se..

Thi

s ne

w e

mph

asis

sho

uld

secu

rem

ore

and

bette

r co

ntri

butio

ns b

y .

othe

r do

ners

, but

it w

ill d

o so

wily

ifth

e ga

ited

Stat

es d

oess

, not

slac

ken

its o

wn

assi

stan

ce e

ffor

ts.

How

ever

, bila

tera

l eff

orts

will

con

-tin

ue to

Pla

y a

mel

or r

ole

in f

or-

eign

eco

nom

ic a

ssis

tanc

e."

Reg

iona

l Peo

gram

sD

iscu

ssin

g th

e $3

56 m

illio

n re

-qo

este

d fo

r Se

pper

tieg

Ass

ista

nce

to V

ietn

am, M

i. R

oger

s sa

id:

"Suc

cess

of

our

Vie

tnam

izat

ion

prog

ram

will

dep

end

not o

nly

onSo

uth

Vie

tnam

% g

row

ing

ibili

tyto

def

end

itsel

f m

ilita

rily

but

als

oon

the

stab

ility

of

itsec

onom

y."

He

adde

d th

at a

sa

resu

lt of

decl

inin

g U

.S.

mili

tary

exp

endi

-tu

res

in V

ietn

am th

e co

st o

f th

ew

ar to

the

Vie

tnam

ese

isgr

ow-

ing,

and

Vie

tnam

nee

ds m

ibst

an-

tial e

cono

mic

aid

to m

eet t

hese

ine

crea

sed

cost

a w

ithou

tim

peri

ling

its e

cono

mic

sta

bilit

y."W

e m

ust c

onvi

nce

our

Asi

an .

frie

nds

that

a r

educ

edm

ilita

rypr

esen

ce d

oes

not m

ean

we

are

aban

doni

ngth

em.,"

Mr.

Rog

ers

.sa

id a

bout

Eas

t Asi

a. "

Our

eco-

nom

ic a

ssis

tanc

epr

ogra

m is

arm

of th

e m

ost e

ffec

tive

way

s to

mai

n-ta

in o

ur c

redi

bilit

yas

an

Asi

anpo

wer

.'

Mr.

hop

es s

aid

"The

Hou

sere

duct

ion

by a

thir

d of

the

Al-

Ran

ce f

ar P

rogr

ess

loan

requ

est

mea

ns th

at to

ful

fill

the

Pres

i-de

nt's

inte

ntio

n (t

o gi

vegr

eate

r at

ete

ntio

n to

exp

ort a

nd to

uris

mpr

o-m

otio

n. c

apita

l mar

ket

deve

lop-

men

t,an

dac

ient

ific

and

tech

-no

logi

cal e

xeha

nge)

.".

we

wou

ldha

ve to

cut

exi

etin

g hi

ghpr

iori

ty

prog

ram

a in

agr

icul

ture

and

edu

e,ca

tion.

"

"Con

tinue

d lim

itatio

ns o

n U

.S.

Res

ista

nce

coul

d th

reat

en o

ur e

f-fo

rts

to s

uppo

rt b

oth

the

natio

nal

deve

lopm

ent a

nd c

oope

ratio

n of

Afr

ica

p. s

tate

e an

d pl

ace

inqu

es-

tion

our

gena

ine

inte

rest

in th

epe

ople

of

Afr

ica.

"Se

cret

ary

Rog

ers

urge

d su

ppor

t.of

U.S

. mili

tary

ass

ista

nce

and

mili

tary

sal

es p

rogr

am&

"If

we

are

to e

ncou

rage

our

fri

ends

and

allie

s to

take

on

mor

ere

spon

-si

bilit

y fo

r th

eir

own

defe

nse,

and

to r

edue

e ou

r ow

n ro

le a

ccor

d-in

gly,

then

we

will

hav

e to

hel

pth

em b

ecom

e m

ore

self

-reh

eat

"In

thia

iesp

ect (

the

prog

ram

s)co

mpl

emen

t our

eco

nom

ic a

ssis

t-an

te p

olic

y w

hich

enc

oura

ges

self

-re

lianc

ein

the

econ

omic

fiel

d.B

oth

the

econ

omic

and

the

Mili

-ta

ry p

rogr

ams

abou

t whi

ch r

hav

esp

oken

toda

y ar

e im

port

ant t

ools

inth

e co

nduc

t of

our

fore

ign

polic

y.I

urge

the

supp

ort o

f th

eC

omm

ittee

for

them

," h

e co

n-cl

uded

.

-57--

CHAPTER II

MIDSIM II: PROGRAM PLANNING AND WEGOTIP-ION

This round of the game simulates the processes whereby U.S. Foreign Assistance

Policy is translated into a specific country program. IL simulates the process

whereby an American AID Mission scrutinizes its existing country program in the

light of changing U.S. policy and budget, changing Mission objectives and

priorities, and host country reactions to the program. It simulates the

collaborative planning of technical assistance in seven development sectors:

Health, Agriculture Education, Public Safety, Commerce and Industry, Urban

Development, and Development Administration. The output of the game is a revised

Country Assistance Program for Nanesa which is congruent with the realities

and expectations of both donor and host country.

The game occurs in the "field" -- a simulated country called Nanesa -- and has

an added cross-cultural dimension if played with"real Nanesan" nationals.

A. GAME PREPARATION

The Nanesan Cabinet This play of the game requires a Cabinet of nine: a Prime

Minister, a Minister of Information, and a Minister for each of the following

departments: Health, Agriculture-, Education Internal Affairs, Commerce and

Industry, Urban Development, and Administration. The plAyers are preferably

senior graduate students from the Itiorth Africa, Near East, South Asia" region,

who have had some government or administrative experienc2 whose English is

reasonably good, and who are willing tc, role-play. If people are available

with some substantive knowledge in their ar as of responsibility, so much the

better; but this is not critical* Ministerial talent is commonly political and

interpersonal rather than substantive.

-58-

In preparing these players to confront the Americans, several Cabinet meetings

should be held. In the first, the Game Manager should give a thorough briefing

on the country of Nanesa, and then ask each. Nanesan to improvise a biography

he can feel comfortable with: his region, schooling, family situation,

political experience, etc. The rule of thumb is Ifor him to cleate a Nanesan

autobiography that approximates his real life story, so there is less liklihood

of his being "tripped up" if questioned by an aggressive. counterpart. Th

description of Nanesa's regions and cities is sufficiently varied th most

players can find a spot that approximates their home base, and from then on

the improvisation is relatively simple. The Nanesans must be warned to never

lapse from role until the final critique session, when their t ue identities

can be "revealed". This is imp_ tent, because the informal, one-to-one sessions

are a very important part of this play of the game. in forming,the Nanesan

Cabinet, we have found the following additional guidelines to be useful:

a) To the maximum extent possible, the Cabinet should organize itself. Once

the Prime Minister has been appointed, the remaining assignments can be

worked out by them. They may wish to change assignments from game to game,

if they prefer variety, although most prefer to remain in a single spot

and build up a formidable expertise.

The Cabinet should be encouraged to improvise and act autonomously. This

is particularly tmportant in their reactions to American actions or

initiatIves, and helps give the game greater freshness and authenticity.

It also provides the Nanesans a vent for somr1 of their own nationalistic or

enthocentric feelings under the protective cloak of role-playing. However,

the Nanesang may have to be occasionally warned that the objective of the

game is a training experiende for the Americans, otherwise the game might

be brought to a standstill if the Nanesans get immersed in internal Cabinet

62

-59-

politicking. In essence, a wide range of improvisation is to be encouraged,

as long as it is in a form that the Americans can obs rve and react to,

within the broad perspectives of the game.

Ibc.A Nanesans should be paid for their effort. It is not only a demanding

exorcise, but compensation also puts them in a staff or professional

relationship with the Game Manager thus permitting him greater control

over game resources. He must be able to count on a trained, cooperative,

reliable staff.

d) The Nanesans should also be aware of the learning opportunities inherent

in the roles they are playing. The game provides foreign graduate students

with an unusual opportunity to carry on high-level relationships with U.S.

officials; and to act as a working government during a broad range of

challenges and crises. Most members of the Nanesan Cabinet -- many of

whom are minor government officials in their own countries -- have regarded

this gaming experience as an absolutely unique opportunity for acquiring

cross-c4tural and interpersonal skills.

Wherever possible, the Cabinet should reflect a range of "types", i.e.

young-old, racial and religious dive--ity, male-female, and "rough" or

"smooth" personal styles.

The American Roles. In this play of the game, the key roles are the Division

Chiefs; they carry on the negotiations with their Nanesan counterparts. They

may wish to have their deputies represent them -- or accompany them -- to the

table once in a while, but essentially the heart of the game is seven, one-

one negotiations. The U.S. Ambassador has a largely ceremonial.role in this

play of the game. Aside from responding to the Prime Minister's welcoming

remarks and a policy statement to 'the Mission, he is largely available in the

-60-

eventuality that military or matters of high policy somehow enter this play of

the game. Other suggestions can be made in his role description (see sample).

The Mission staff (Director, Deputy, Public Affairs Officer, and Program

Officer) are usually played by those who played the MESA team, and the AID

Director in MIDSIM I. Their tasks are laid out in their role descriptions and

largely entail goal setting, coordination, forward planning, and Mission

management.

In assigning the roles, the following guidelines are useful:

1) Persons who had major roles in HIDSIM I, should be given relatively minor

roles in this roun& In fact, the role-casting for MIDSIM III should also

be kept in mind, so that during the three rounds of the game, each person

has at least one cut at a major role.

2) While it is certainly an objective of gaming to cast a person in a role that

will call out skills and knowledge that are not a part of his real-life

routines, one must not put a person in a position in which he has little

realistic chance of performing with some degree of success. This requires

that the game manager study the players in each play of the game with

future role assignments in mind.

3) The Game Manager may wish to use role-casting to create individualized

learning sItuations. These will vary with every group of players, but tht

following are examples:

a) To compel a specialist to perform as a generalist, or vice-versa

b) To compel rivals to work as a team.

To compel a dominant figure to assume a lesser role, or a "dep,It

role.

To compel an "operational" type to engage in long-range plannit-4,

-61--

thinking.

To compel a sector spe-ialist to assume a role in another

related, or competing sector to view his real-life sector

from another perspective.

To put a field man in a headquarters position, or vice-versa.

The Game Manager will develop other learning strategies as he works through

each game, but he must not undertake this sort of thing unless he is prepared

to follow up -ith one-to-one feedback on each such assignment he makes. It is

not enough to simply make this kind of d liberately provocative assignment

unless one works to assure that it does in fact become a learning experience

for the person involved.

Materials. Each person's role packet, which is distributed at the outset

of the Game Preparation session, should contain the following:


2. Roster of all role assignments

Role description

4. AID/Nanesa Table of Organization

5. Background Notes: Republic of Nanesa

6. Official Delegation: Government of Nanesa

7. Republic of Nanesa: Country.Assistance Plan

8. Selected Economic Data for the Less Developed Countries (included

inserted data for Nanesa)

Project Description forms, with instructions for preparing them

10. Individualized materials.

The following suggestions indicate the kind of individualizing that can be

done in role packets:

-62-

Division Chiefs and deputies: there should be clippings,

reports, and other data referring to their specific development

sectors, health, education, etc.

b) Special role instructions. The manager may wish to give the

Ambassador particular instructions. He can do this on White

House stationary, or in a letter from President Sarto or the

traditional "Special Role Instruction" form.

Special roles may be created. It is often feasible to assign

a "consultant" to the mission. This should be a player with

special experience or expertise. He can act as an advisor where

needed; he can also be used as a "process observer" and make a

contribution during the critique session. But his main assignment

should be to try to establish himself as an effective aide to the

Mission. This is not an easy role, and'may be reserved until a

particularly talented individual is available.

Game Setting. The floor plans indicate the space requirements of MIDSIM II.

An important part of this game occurs in informal settings, over coffee, in

small rooms, and especially over meals= The gene opens at breakfast with a

formal welcome by the Prime Minister, so there is an opportunity for atmosphere

setting here that can be exploited (flags, special menus, etc.). The players

muat be aware that THEY ARE IN NANESA.

Homework.. In coaducting the Game Preparation session, the Game Manager should

attend to the following things:

1) He should pass out the role packets and allow some time for the players

to sift through them And bee what they have=

2) He should go over the basic components of the naCket, 'dwelling first

66

-63-

on the Country Assistance Program (CAP). This is the AID program

currently in effect in Nanesa. The negotiations about to be undertaken

are a review of this plan in terms of new policy, budget, and experience.

What will emerge from the negotiations is the CAP for the forthcoming

fiscal year. It may be a continuation of these projects; modification

of one or more projects; or a whole new set. The Assistance Objectives

themselves may have to be changed in the light of the Legislation

passed in MIDSIM I. All this is the subject of the game.

3) The Game Manager should next explain the MIDSIM approach to Project

Description. The cover page of the Project Description form should be

self- xplanatory, but several things may need emphasis. First, a

Project Description is to be regarded as "self-contained", i.e. the

description should include everything that is necessary and sufficient

for the completion of the project within the time frame indicated.

Second, it must be kept simple. This can never be over-emphasized.

Third, it is to be a mutual product, mutually agreed upon.

4) Finally, the Game Manager should convert the meeting into the Mission

Headquarters and step aside. The Mission Di-ector will take over,

set up a series of meetings for the next few hours, and give special

assignments (such as setting up the "think tank"). It would also again

be advisable for the Game Manager to be available during portions of

the homework period.

B. GAME PLAN

The game plan for the day is au- rized on the schedule, and detailed in the

role descriptions. During the Game Ptdparation session, the Game Manager must

make clear the objectives of the day's gaming, and the processes by which

these objectives are to be attained. These have_been stated at the outset6 7

-63-- a.--

of this chapter, and restated in various forms in the role descriptions.

The actual plan of the game involves five stages, concluding with a critique

session.

1) Breakfast. The game actually begins at breakfast. The setting is the

Na _ __n Conference Center. The Cabinet is seated at a long table; the

Americans at a series of adjacent tables (see floor plan). Every attempt

is made to adhere to protocol. The Prime Minister expresses the regrets of

President Sarto who is on tour of the member nations of the Intergovern-

mental group. He then outlines Nanesa's basic policy of "dynamic

neutralism" and its Development Objectives. He wishes the conferees well

introduces the members of his Cabinet. The U.S. Ambassador then responds

with a statement of U.S. friendship, and may say a few words about U.S.

Assistance Policy. He introduces the AID Mission Director. As breakfast

ends, attempts are usually made at informal contacts with counterparts.

This is facilitated by having all players wear name tags. At this time,

the Ambassador may make an appointment with the Prime Minister for later

on, and the Minister of Information will relay to the Public Affairs

Officer his availability for a press conference.

2) Headquarters Activity.

AID: There may be informal meetings with counterparts; the Nis ion Director

must be on top of all intelligence that is being gathered and making sure

that his people are developing their project proposals and negotiating

positions.

If a Press Conference is called, the Mission must make sure that its key

questions are presented. Some time must be allowed for analysis of the

information gathered.

-64-

Nanesa: The Cabinet simply determines what its goals are; what its

priorities are; and wha -- if any -- modifications of existing projects

they will seek. Any instructions from President Sarto musk: always be

attended to.

3) Staff and Cabinet Meetings. The AID Staff meeting will be taken up by

the announcement of Assistance Objectives and their priority; presentations

of each Division Chief of his project and budget request, and the

allocation of the funds each Division will have as it enters negotiations.

The Nanesan Cabinet undergoes a similar exercise so that both sides know

what they want, what they are willing to give, and what they expect in

return.

4) Project Negotiations. These occupy two and a half hours; occur in the

Negotiating Room; and may be interrupted by the counterparts or by their

superiors. The objective is simply to arrive at agreement on a project

for each of the seveu sectors. The time to be covered by the project

is through FY 1974. It is generally assumed that the project will be

related to the one presently underway, but this does not always happen.

Think Tank. While the negotiations are underway, the Program Officer --

or someone else designated by the Mission Director -- is chairing a planning

group comprised of the Deputy Chiefs. The task is to design a sequence

of projects in each sector extending forward through 1990 (i.e. three

projects to follow the one currently being negotiated by the Division

Chiefs). This exercise is in preparation for the next play of the game,

but also provides a pool of contingency projects on which to draw in case

new ideas are needed in the current negotiations. It is the first effort

-65-

in the game at long-range thinking.

Critique session. This is held at 3:30, and may be attended by the

Nanesans. They should be cautioned to remain in character so as not to

compromise their role-playing in MIDSIM III. Leadership in the critique

will be taken by whatever observers have been used. The Game Manager,

usual, makes a major input; but he may be assisted by whoever was

responsible for special preparation sessions (such as the person who

taught a unit on Collaborative planning, or on "futurism"). He may

also have assignad a player -- usually the consultant role -- to act as

process observer. He should provide feedback. It would probably be

most appropriate for the Game Manager to give some feedback on the manage-

ment of the Mission and contrast it with the management of the Cabinet

(which will provide an entree for a Nanesan input into the critique).

A major portion of the time should be spent simply discussing the cross-

cultural interpersonal dynamics that occurred during the day as individuals

and groups sought to achieve agreement on projects that promote their

objectives.

C. CRITIQUE.

In addition to the foregoing comments on the structure of the critique session,

there are substantive questions that warrant highlighting. It may be useful

to actually include an outline of."Things to Watch For" in the players kits

(see example). Essentially, this round illustrates a wide range of "relation-

ships" shd "processes". At the Mission headquarters there are relationships

with staff, ad hoc team (think tank), field people, the Ambassador, Nanesans,

and, if programmed, "outsiders" or consultants. In the field there are

relationships between Chief and Deputy, with counterparts, with superiors

and oUtsiders. Any of these relationships can hp instructive if behavior

0

-66-

can be observed, captured, and discussed with the participants.

The following processeB can be observed, and que- 1 ns asked:

Strategy-tactics (What do we want? How do we get it?)

Goal setting (How set; how changed; by whom?)

Cutting the pie. What is an effective project presentation? How is the

money allocated?)

Project description. (How do we identify problems, define components,

specify contributions, agree on importance?)

Information flow. (How is data grrhered, distributed, -.wed? Do you

get what you need?)

Questions such as these invariably yield a rich contribution to learning.

This round of the, game is relatively straightforward on the surface, but

provides a setting for some very intricate and sube.e interpersonal relations.

Questions of personal style and effectiveness are often a major feature of

the critique discussion.

D. GAME MATERIALS

All the materials essential to the conduct of MIDSIM II have been assembled

in the following collection. It should be noted that published materials,

clippings, and other materials used for individualizing packets can only be

hinted -t but add considerably to the success of the game. One particular

item that all players should have is the following;

Seleeted Economic Data for the Less Deve1oktd_201AtriesOffice of Statistics and Reports, AID (May 1970) 100

We have included a page from this document, in the present materials,

indicate how we alter it to include "Nanesa".

MIDSIM H: Rpace Requirements

Ne otiation Nanesa

-6 7-

Dining: Breakfast & Limch

T=304-Staff

PrivateConferences

-68-

Sayof

Nanesa

73

MAXWELL INTERNAT7 :NAL DEVELOPMENT SEMINAR

MIDSIM II PROGRAM PLANNING AND NEGOTIATION

8 AM

lc AM

10:15

12.-1

1 iPN

3t30

5 FM

BREAKFAST with Nanesan labinet Members

AID/N HeadquartersNanesan Cabinet Room

COFFEE AVAILABLE IN HALL

AID Staff MeetingNanesan Cabinet Umeting

uoiCH HOUR

PROJECT NEGOTIATIVNSAID/N HeadquartereNanesan Cabinet Room

COFYEE AVAILABLE YN SAil

CRITIQUE SESSION

ADJOURN

Room 5-6'Room 1-2

Room 5-6Room 1-2

Rook* 3-4Room 5-6Room 1-2

Room 11

-70-

MAXWELL INTERNATIONAL DiVELOPMENT SEMINAR

MIDSIM II: ROLE ASSIGNMENTS JANUARY 15, 1971

U.S. AMBASSADOR TO NANESA RICHARD ENEY

U.S. AID MISSION TO NANTSA

DIRECTOR ROBERT WESSELMANE

DEPUTY DIRECTOR DON OLSON

PROGRAM OFFICER JUD WILLIAMS

PUBLIC AFFAIRS OFFICER WILLIAM MEEKS

HEALTH DIVISION, CHIEF PHILIP BUECHLER

DEPUTY LOUIS MACARY

EDUCATION DIVISION, CHIEF NORMAN OLSEN

DEPUTY CLIFFORD BELCHER

AGRICULTURE DIVISION, MIFF ROBERT RICHARDSON

DEPUTY RICHARD HILL

PUBLIC SAFETY DIVISION., CHIEF CHARLES NESBITT

DEPUTY MARION FORD

COMMERCE & /NDUSTRY DIVISION, CHIEF MICHAEL WISEMAN

DEPUTY DAVID PAULSKR

URBAN DEVELOPPONT DIVISION, CHIEF LOUIS ELDREDGE

DEPUTY BOBBY RAMSEY

DEVELOPMENT ADMINISTRATION DIVISION, CHIEF AUBREY BALLARD

DEPUTY HAROLD VICKERS

MANAGEMENT CONSULTANT: WILLIAM RHODES

-71-

MAXWELL INTERNATIONAL DEVELOPMENT SEMINAR

GOVERNMENT OF NANERA: OFFICIAL DELEMATION

PRESTDENT ABDUL SARTO (Unable to attend)

PRIME MINISTER SAMIR EL ANNABI

DIRECTOR OF INFORMATION MLRAN SARrISSIAN

MINISTER OF HEALTH TRAN ANH TUAN

MINISTER OF AGRICULTURE THIRAYUTH LOLERTRATNA

MINISTER OF EDUCATION AHMED TAWATI

MINISTER OF INTERNAL AFFAIRS VU XUAN HDAI

MINISTER OF COMMLRCE & INDUSTRY UMTT BERKMAN

MINISTER FOR URBAN DEV2LOPMENT PATOM MAMTROJANAMA

MINISTER FOR ADMINISTRATION JAMES SANPHA KORONA


-72-

'AIDSIM II: PROGRAM PLANNING AND NEGOTIATION

A simulction c4.1,%Itt the rlayers may ter;: ane 'bterve the following:

A. RELATIONSHIPS

1. HEAxe.A0AIN44nz (Chf, Deputy, r

a) Staff

bi lane

c) Ambassador (and WaShin n,

d) Nanesan Officials

e) Consultants/outsiders

FIELD (Division Chiefs, deputies)

a) Chief-deputy

b) Nanesan counterparts

c) Superiors

d) Outsiders

CONSULTANT/OUTSIDERS

a) Definition of roleEstablishment of position

b) Effective utilization of talent: by mission, by self

B. PROCESSES

1) Strategy-tactics (What do we want? How do we get it?)

2) Objectives (How determined and changed)

3) Cutting the pie (Project advocacy; decision-making)

4) Collaboration (with Nanesans; with Americans)

5) Project Description (Problem identification, componentdefinition; contribution specification)

6) Information flow (gathering, distributing, using intelligence

-73-


MIDSIM II: PROGRAM PLANNING AND NEGOTIATION

ROLE: DIRECTOR, AND DEPUTY DIRECTOR, AID/NANESA

RESPONSIBILITIES:

The overall objectives of th s phase of the game are stated in theinstructions to the Divisions (a copy is enclosed). Your specificresDonsibility is to manage the mission in such a way that thoseobjectives are attained. Specifically, you should come up with agood Program, consisting of a project for each sector, that helpsachieve the Agency's stated goals for Nanesa, anci is consonant withthe wishes of Congress and the Nanesans themselves. You set thepriorities for the Mission; these should be set afterarscussion withthe Ambassador and the Prime Minister. This is done by rank-orderingthe five Development objectives. Tais should be announced to themembers of your Mission, and should serve as guidelines in Programming,You also decide on the amount of money to be spent in each sector.Again, your sense of priorities should guide you.

YOUR TASKS:

8 AM

9 AM

10 15

BREAKFAST in the Dining Room of the Nanesan ConferenceCenter. You should sit with the Ambassador. He willintroduce you to the Prime Minister. This is a ministeriallevel meeting; you and your staff should dress and actaCcordingly.

You and the Ambassador should arrange to meet with thePrime Minister sometime between 9 and 10, for informaldiscussions about Nanesa/American goals and priorities.

AID HEADQUARTERS. Get your people organized. They shouldbe meeting informally% with counterparts; your PA officershould bring in the Nanesan Information Man for question-ing. The deputies shouid be working with the ProgramOfficer to make sure they have a good negotiating position.You should be seeing the Prime Minister. In short, a lotof intelligence is being gathered during this hour thatwill be extremely useful to you, providing you discover howto assemble it and use it.

STAFF MEETING. You preside. Go over the DevelopmentObjectives, in order of priority. Indicate what you, havelearned from PM, and see if any contrary information hasbeen learned. Talkabout the budget, in light of whatyou felt to be the Sense of Congress last week.

The main portion of the meeting should be brief (10 minupresentations by your seven chiefs on their projects andtheir budget requests. Make sure they are consonant

-74--2- DIRECTOR & DEPUTY DIRECTOR

with your objectives. Your Program Officer should havedone some screening, and have their budget requestswithin reason.

YOU MUST ALLOCATE THE AMOUNT THEY HAVE TO PLAY WITH INTHE APTERNOON NEGOTIATION, together with any specificguidelines based upon your assessment of the situation.

WATCH THE CLOCK. By lunch time, you should have sevenprojects ancrlFe money allocated to each, with adviceto your Chiefs on the flexibility they have in the forth-coming negotiations.

12-1 LUNCH HOUR. You may wish to seek out the pm for lunch;or meet with your key staff.

1 PM

3 -0

NEGOTIATION. You should remain available, wld keeptrack of where the negotiations stand. 'fou may wishto call some people in from negotiation for particularadvice.

There may be impasses that you must settle at higher levels(if the impasses involves military or general foreignpolicy, be sure to immediately alert the Ambassador

All Project Agreements should be turned in at this time.If some of your chiefs have been unable to reach agreementthis means that you have no program in that sector whenthe next round of the game begins. Negotiation in thatsector will resume in M1DSIM III. The hope is that youhave seven signed agreements by 3:30.

3:30 CRITIQUE SESSION. All staff and process ob e vers.

WELCOME TO NANESA: TASH GONDO KAI!

a

-75-



ROLE: PUBLIC AFFAIRS OFFICER: AID/NANESA

YOUR RESPONSIBILITY:

Your role is information: for those within the agency, and for thoseoutside. You should be on top of everything. During the staffmeeting, you should man the black board so that the group has apicture of the overall progam at any point in the discussion. Youshould be available if the Nanesans want a briefing on the U.S.,AID, or anything else (be sure to Clear information about whichyou feel there might be some sensitivity). Make yourself indispensable!

Your day starts at breakfast at the Conference Center at 8 AM.

Be sure your people are wearing their badges and have appropriatedress.

Between 9 and 10 (consult Div.7.ctor) you should bring in and introduceyour counterpart, the Nanesan Minister of Information. He willrespond to questions (press conference style) for a half hour.

You work for the Director, report to him, take orders from him,advise him on the optimal flow of information.

REMEMBER: YOU ARE IN NANESA!

TASH GONDO KAI1

-76-



ROLE: PROGRAM OFFICER

YOUR RESPONSIBILITIES:

You are the Director's right hand man, for you are on top of allthe information about all the projects at any given moment.

Your task is to assure that the projects do, in fact, promote thestated objectives that AID has for Nanesa, and that this ls donewithin the budget. It is important for you to keep informed as towhat each negotiation is costing, so that an overage in one sectorcan be shifted to another sector to assure that the budget is mosteffectively used.

You chair the Program Planning Committee of the mission, which meansthat you work with the Deputies in designing a sequence of projectsto extend to 1990. These projects should be related to presentprojects and in tune with the perceived needs of Nanesa and theprobable direction of U.S. policy. This is a "think tank" exercisewhich should yield three projects for each sector, which can be thebasis for discussion in MIDSIM III. They may also be available incase negotiation on the present project bog down and a differentapproach seems needed.

TASH GONDO KAI!

-77-



ROLE: U.S. AMBASSADOR TO NANESA

OBJECTIVE: As American Ambassador to Nanesa, you head the CountryTeam, speak for the President,, and are the authority with regard tomatters of high policy. For purposes of this simulation, all non-AID matters (such as military, relations with other countries,protocol, and security) should be referred for your decision. Youare the interpreter of the President's Foreign policy, and shouldbe familiar with the policy products of MIDSIM I.and recent Presidentialpronouncements. In general, you are to provide the broader policycontext of which the foreign assistance effort is a part.

YOUR RESPONSIBILITIES: You are a Nixon appointee and have been inNanesa less than a year. You may use your own name, and shouldhave some biographical details of your career available in case youare questioned. Your role shou1d be carried out with appropriatedignity, but feel free to improvise any personal style or character-istics you wish.

8 AM

9 AM

BREAKFAST. Nanesan Conference Center. You should makecontact with the Prime Minister in any manner you deemappropriate. The Nanesan cabinet will be seated at thehead table. You are in their country. They are the hosts.After the welcome by the Prime Minister, you should respondon behalf of the U.S., and you may wish to introduce keymembers of the American delegation.

AID/N Headquarters. You may wish to speak to the missionfor not more than ten minutes on themes such as thefollowing:

1) Importance of Nanesa to U.S. Foreign Policy.2) Our objectives for Nanesa -- and theirs; the

importance of joint efforts.3) Our trend toward multilateral aid; our policy

of having one good "presence" project in eachdevelopment sector.

Between 9 and 10, you and the Mission Director should setup a meeting with the Prime Minister. This should haveas its objective the attempt to discern Nanesa's develop-ment objectives, and its priorities.

82

U.S. AMBASSADOR

10-12 YOU HAVE NO SPECIFIC ASSIGNMENTS UNTIL LUNCH, but shouldremain available to the Mission Director if needed.

12 LUNCH HOUR. Arrange to sit with the Prime Minister if

possible.

1 PM You should remain at AID headquarters during negotiations,unless you l'eceive other instructions from Washington. Yousettle all impasses having to do with military matters, orU.S. foreign policy.

0 CRITIQUE SESSION. All attend.

REMEMBER: You are in Nanesa.

TASH GONDO KAI!

-79-


MIDSIM II: ROLE

CONSULTANT TO THE AID/N MISSION DIRECTOR

Washington has offered.your services to AID/Nanesa, at no costto the mission, and the mission has accepted. Washington feelsthat this round of project negotiations is important and thatwith a new Mission director in charge, expert advice may beuseful.

The role of the consultant is a difficult one and is, to a largeextent, created by you. Think of the consultants you have workedwith, and see if you can get an effective and useful relationshipgoing with the Mission.

TASH GONDO KAI!

8 4

-80-MAXWELL INTERNATIONAL DEVELOPMENT SEMINAR

MIDSIM II: PROGRAM PLAL-ING AND NEGOTIATION

ROLE: Drvxsum CHIEFS AND DEPUTY DIVISION CHIEFS

OBJECTIVE: The objective of this phase of the game is to translatethe legislatir,v which was the product of MIDSIM I into a developmentprogram for Nanesa. Specifically, you will negotiate with yourNanesan counterparts a program of seven technical assistance projectswhich are consonant with AID9s objectives for Nanesa, are acceptableto ti:e Nanesans, and are within the policy and budgetary constraintsof tae legislation. These projects may be continuations or mod-ifioations of existing projects, or they may be new. Together, they

_ wi21 ccnstitute AID's technical assistance program in Nanesa toFY 1975.

IOUR RESPONSIBILITIES:

8 AM Breakfast in t'le Dining Room of the Nanesa Conference Center.TEWWfairian Cabinet will be present, and we hope to have afew words from the Prime Minister and our Ambassador.you should attempt to meet your counterpart, and, if possible,arrange to meet him sometime between 9 and 10 for InfOrmaltalks.

9 AM AID/S Head uarters. Chiefs and Deputies will work on theprojects to e negotiated. Informal talks with your counter-parts will occur, if you have been successful in arrangingthem. The Nanesan Minister of Information will visit theHeadquarters and answer any questions about his country;this briefing will be chaized by the Mission Public AffairsOfficer. Each division should be represented. The objectiveof this hour is to get some sense of Nanesan goals, prior-ities, and current situation.

10:15 AID Staff meeting. The Mission Director will chair, andZIEETbivision will be expected to explain and justify itsproposed project and its estimated cost. Time will belimited, so work on a succinct and effective presentationthat will get you your required cut of the pie.

12-1 LUNCH HOUR. You may wish to seek out your counterpartfor lunch.

1 P14

-81-

-2- DITISIONS CHIEFS AND DEPUTIES

PROJECT NEGOTIATIONS. Your objective is to produce amutually agreeable technical assistance project in yoursector covering the period to FY 1975. It shouldbe described on the official form, and signed by you andyour counterpart. You should keep in touch with Headquarterby messenger -- or you may request a temporary adjourn-ment to come back clnd consult with Headquarters. You mayalso be ummoned back to Headquarters for special purposes.

3 PM COFFEE IS.AVAILABLE IN-THE HALL

3:30 Hand your Project Agreement to the Program Officer, andtake a seat for the Critique session.

3:30-5 CRITIQUE SESSION. The events of the day will be discussed,and outside process observers sill join the group for thisdiscussion which will be chaired by the MIDSIM Director.

REMEMBER: You are in Nanesa!

TASH GONDO KAI:

-82-

MAXWELL TETERNATIONAL DEVELOPMENT SEMINAR:SYRACUSE UNIVERSITY

PROJECT DESCRIPTION

In simulation, it is essential to simpltf7 in order to highlightthe features to be studied. In attempting to describe a complextechnical assistance project on a single page, while capturingits essential ingredients, it is even necessary to over-eimplify(or under-complicate").

We are interested in studying four basic components or a prcj t:

1) Its t4reets, or goals. We limit ourselves to three;there may te fewer, but no more,

2) The actions necessary to reach those targets. Welimit (urselves to three actions per target.

3) The contribution of the host-country to the project.

4) The contribution of the U,S. to the project

The Project Description should be conceived of aeselfecontained",i.ev it should summarize ever thin that is neeessar to attainthe tar ets -- within the me rame es gna ed a- he -op.-711-6

othewordi, if there are no outside interventions, and everytL-agis done as stated on the PWITJErriTiTairaon,-tfig-14114I-.ts will beattained in the time period stated. Targets will Eot-be attainedif something goes wrong: actions cannot 'be taken, oF-FZETkibutionscannot be made. This will be due to unforeseen interventions:strikes, war, budget cuts, pc'litical changes, or numberlees otherfactors. But if no relevant interventions occur, it roTtl beassumed that fEFTKPRRriaii-Fe comfirFEWT as described This,therefore, is an exercise in describing the neeeeriar and sufficientingredients of a jointly agreed upon technical ann.st15.nk.e 1-57.337ct.

AIM

IIII

II.1

1011

.101

M.1

1111

111.

0.

U.S"..COncur

Ccuntry ',.6ne7ur

?roject Targets

2. 3.

nitta

iation Year

Yea.

C!.,oUntry Contributions.

1. 5.

CO

7r2lect Actions

00

1.

2. 3,

4. 5.

AID Contributions (U.S. dollar ccets in thousands)

Components

Next f!.s42,,al year .'

Total through

final chligati

1. 2.

3.

4. 5,

cc

ORGANISATION OF US/AID NANESA

I

OFFICE OF THE

DIRECTOR

STAFF

OFFICES sa

aros

ir PROGRAM OFFT E

OPERATING

1HEALTH

EDUCATION

AGRICULTURE

MO

S9/

3017

0

3LIC

DEVrANOPMENT

POPULATION: 50,000,000 (UN 1967 estimate)CAPITAL: KWA1DONG

NANESA

The Republic of Nanesa is a South Asianmainland 'country with an area of approximately500,000 square miles. It embodies most of theresources, problems and potentialities of thatvast arc of countries extending from NorthAfrica, through the Near East and South Asia,and as such it is frequently studied as an arche-typical representative of the area. It is bor-dered by the USSR on the east, Communist Chinaon the West, and India on the north. While Nan-esa's climate is basically tropical, its moun-tainous and upland areas in the north provide atemperate contrast and escape from the heat ofthe lowlands and delta.

Nanesa is bowl-shaped; its rivers rise in theHimastandi mountains tothe north and drain intothe Bay of Nanesa, which opens onto the Pacific.The largest of the rivers, the Kwai, passesthrough the capital, Kwaidong, and its delta isthe site of the largest city, Kwaidel. There arefour provinces: the Northern Province has thenational capital, Kwalciong, and its mountainsand Lake Nanesa make it attractive to touristsand the site of many summer homes. It is oftencompared to Kashmir. The Western Provinceis dry with mountains and forests to the north-west and is separated from China by the YabuRiver; its capital of Wesdong has 300,000 peo-ple. The Southern Province is the most dense-ly populated and contains Kwaidel, a port cityof two million people. It is hot and humid andlies on the Bay of Nanesa. The Eastern Prov-ince is the most productive, all-purpose ag-ricultural region. Its capital, Eastong, has5011,000 people and is the site of the Agricul-tr ral University.

Nanesa's flag consists of five horizontalstripes. The central stripe is blue and sym-bolizes the courage Nanesans draw from LakeNanesa; the blue stripe is banded by beige stripesthe Nanesan color for purity; and the outerstripes are orange, symbolizing knowledge. Themotto of Nanesaoften used as a salutationis"Tash Gondo Kai," which is usually translatedas "May you dwell in the lap of Heaven. " TheNanesan reference to their country as the lap ofHeaven indicates their strong feeling that it pos-eases all that man could desire.

THE PEOPLE

Nanesa's 50 million people are its greatestresource. The country is 60% Muslim, and theremaining 40% is divided among Hindus, Bud-dhists and Christians. The Buddhists comprisethe Chinese merchants, located in the cities.They tend to center in the Western Province andin the Kwai side of Kwaidel. The Hindus arefound largely among the Indian merchants whoare strongest in the Eastern Province in Karmo,and on the del nide of Kwaidel. The Christiansconsist of some upper class Episcopalians leftfrom colonial days. There are several RomanCatholic schools, and the Seventh Day Adventistsoperate a school and modern hospital in ChandriFreedom of religion is guaranteed under the con-stitution, but incidents of religious strife arenot uncommon. The official language is Nanesan(a mixture of Malay and Arabic), but English isthe official second language. There is com-pulsory education through age 12, and the coun-try is conBidered 40% literate.

The University. of Nanesa has its main cam-pus in the capital and its Agricultural School inEastong. There is a Muslim University in Wes-dong, and the Nanesa Institute of Technology islocated at Kwaidel, with a smaller researchbranch at Damkra. There are several smalleragricultural schools in the provinces.

HISTORY

Nanesa has been the scene of an advancedcivilization for almost 1000 years; it has alsobeen the scene of repeated incursions by im-perialist forces. To the west, China has re-peatedly thrust beyond the Yabu, and to the eastthe Russians have pushed to the warm waters ofthe Bay of Nanesa. The Muslim civilization,sti,-aming originally from merchant settlements,has managed to persist despite such incursions.During the 17th century, Nanesa came underBritish rule and remained a part of the Empireuntil its independence in 1945. The independ-ence movement began among Muslim studentsearly in the 20th century, and during the Jap-anese occupation the underground was split intotwo factionsthe Communists and the Muslim

-86-

:NorthernProvince

91

Nationalistsboth of which emerged as politica.i .parties after the war. Meanwhile, a group ofyoung officers British and American- trainedjoined in the liberation effort, and when the Jap-anese surrendered in 1945 this group, under CoLOblong, began negotiations with the British forimmediate independence. A sett le ment wasachieved In 1947, and Nanesabecame a memberof the United Nations.

Aeharismatic leader, General Oblong gradu-ally assumed full control of the country whilemaintaining the trappings of parliamentary de-mocracy. By 1965, failing health, mismanage-ment and corruption led him to an adventuristforeign policy which opened the doors to in-creased influence by the Peking-oriented com-munists. Alarmed by this, the Army, under theleadership of young officers trained in the UnitedStates, seized control of the country and placedOblong under house arrest. He was permittedto retire to the Riviera and General Abdul Sartowas declared president for a five-year term, atwhich time elections will be held.

GOVERNMENT AND POLITICS

The Nanesan Constitution is patterned afterWestern European parliamentary systems. ThePresident has limited formal power and is electedfor five-year terms. There is a urdcameralparliament of 100 members, and the cabinet isresponsible to the legislature. There are fourlegal parties with representation in the parlia-ment. The government partythe New OrderParty (NOP)has 60 seats; the Muslim Nation-alists (PMN) has 20 seats; the Merchants Alli-ance (HOB) has 10 seats; the Christian Socialists(SOC) has 10 seats. The Nanesan CommunistParty (PI(N) is Maoist; it is outlawed but claimsan underground of a hall million members. ThePKN is served by an underground press and aradio station just over the Yabu.

The four provinces are ruled by governorsappointed by the Prime Minister and subject toadministrative control by the Minister of Inter-nal Affairs. Their functions include the main-tenance of law and order, the administration ofjustice, the conduct of elections, and the collec-tion of taxes and revenue. The governor is as-sisted by a deputy governor whose function it isto oversee and coordinate development projectsin the province, draw up development plans,and coordinate the field offices of the centralministries.

ECONOMY

Nanesa's size, fertility and abundance of nat-ural resources give it the potential for self-sustaining economic growth. The Southern Prov-ince is the rice-bowl of the country; the East-

-87-

ern Province has much more diversified agri-culture with its principal products being sugar,rice, tobacco and soya beans. Cotton is grownin the Western Province, and tea and coffee aregrown on the slopes of the mountains in the north.The Western Province is rich in lumber re-sources and also has deposits of bawd.te andmanganese. There are also oil deposits in theWestern Province and offshore explorations arealso proving fruitful.

Nanesa.n industry is embryonic but growing.The power from the high darn at Damkra 18 thebasis for a fertilizer industry and other light in-dustry in the eastern half of the country. Thereis a textile and clothing industry in Kwaidel,sugar refineries in Karmo, cigars and cigar-ettes in Sutta, and paper mills near Kwaidong.A tractor plant is also in operation in Chandri.

Fifteen years of Oblong rule had made ashambles of Nanesan economy. Inflation hasbeen reduced and the Rupik has remained rela-tively stable at 10 to the U, S. dollar. The Ob-long structure of economic controls was dis-mantled, and there appears to be a return tofree enterprise with a welcoming of foreign in-vestment. Nationalized properties have been re-turned. Nanesan gross national product is nowestimated at about 10 billion U.S. dollars peryear.

Nanesa's recovery program had "stabiliza-tion" as its priority; it is now shifting to "de-velopment," guided by a Five-Year DevelopmentPlan. The United States has joined with nineother nations to form the IntergovernmentalGroup (I(1O) to prov.-ke needed aid and coordina-tion of assistance to Nanesa's economy. TheIGG is chaired by the British and includes, inaddition to the U.S. , Japan, Australia, NewZealand, West Germany, France, Canada andKuwait.

COMMUNICATIONS AND TRANSPORTATION

The Nanesan Broadcasting Company (NBC) isgovernment-owned and offers nationwide radioas well as television in the four major cities.There is one nation-wide daily newspaper, TheTimes; but there are numerous regional papers.In addition, religious groups have weekly papersand magazines that usually offer commentary onpublic affairs.

There are 3000 miles of first-cIass pavedroads in Nanesa. Most of the remaining roadsare adequate during the dry season but impassa-ble during the monsoon (mid-June to late July).Passengers and cargo are carried on all therivers, and there is a growing merchant fleetconsisting largely of Japanese bottoms obtainedin reparation. The major port is Kwaidel, butNusa in the west and Karma in the east are grow-ing in importance. The British-built railroadservice (totalling 1500 miles) connects the four

major cities and carries both passengers andfreight.

FOREIGN RELATIONS

Nanesa has traditionally favored a non-alignedpolicy which it calls "dynamic neutralism." Itscentral position between the three mainland gi-ants of Asia make such a policy a matter of sur-vival. Its historic record of invasion elevates"anti-imperialism" to a central tenet of its for-eign policy pronouncements. Nanesa has had arunning dispute with India over the water rightsto Lake Nanesa. The issue is complicated bythe fact that both countries have endowed thelake with religious or ritualistic importance.While Nanesa was originally sympathetic towardthe Chinese revoluffon, it bitterly resents andactavely resists the Chinese support of the PKNTanti-governmental efforts. Toward the SovietUnion a rnodus vivendi has been arrived atthrough granting the Soviets certain rights in theport area of Karmo. The Russiana have alsoparticipated in the construction of the high damat the foot of Lake Nanesa and the developmentof the power net stemming from it. Nanesa hasno military affiance and derives training andequipment from both the U.S. and the USSR, al-though the original cadre and organization of thearmy is clearly patterned after the British.

RELATIONS WITH UNITED STATES

The United States was an early supporter ofNanesan independence and mounted a considera-ble assistance program during the Oblong re-gime. But as Oblong's pro-Peking orientationbecame more apparent, this aesistance waswithdrawn. The virulent criticism of the U.S.and its policies, the harassment of its citizens,and the nationalization of its properties dictateda severance of relations in 1965. Today, thisera is history. The new government of Presi-dent Sarto has returned American property toits owners, compensation has been paid forlosses, and there is every evidence that Nanesanleaders are conducting constructive and respon-sible relationships on the world scene. BothAmerican trade and investment are increasing,

-88-

and the American role in economic assistanceis growing. U.S. policies toward Nanesa reflectthe following basic objectives: we seek a politi-cally stable Nanesa, enjoying full independenceunder a responsive government and playing a re-sponsible role in South Asia and the world. Itis our policy to support Nanesa's own efforts todevelop its economy and more widely dissemi-nate these benefits to its people.

PRINCIPAL GOVERNMENT OFFICIALS

President: General Abdul Sarto (also ChiefDefense)

Prime Minister: General Gandu Primo (Ala°Minister of Foreign Affairs)

Minister of Agriculture: Dr. BakirMinister of Commerce and Industry: General

FazzaMinister of Education: Dr. LongoMinister of Health: Dr. BanduMinister of Internal Affairs: General KaliMinister for Presidential Projects: General

Rasho

PRINCIPAL U.S. OFFICIALS

Ambassador: Nelson AndersonPolitical Counselor: Lippman AlsopU.S. AID Director: Joseph AldrichDeputy Director: William FarnumPublic Affairs Officer: Grant Lee

The U.S. Embassy is located at No. 7 Cam-posh Circle, Kwaidong.

READING LIST

Heegaard, Fleming, Nanesa Statistical Abstract,Syracuse, 1969.

Iversen, Robert, The Nanesan Simulation, Syr-acuse University,-1969.

Reagen, Michael, Nanesan Management: AUni qu e Approach, Sy racuse University,1970.

Sandow, Stuart, Midsim Exercises, EPRC, Syr-acuse, 1969.

Sarto, Abdul, Beyond Oblong, Kwaidong, 1966.

International Development Seminar,109 Roney Lane, Syracuse, N. Y. 13210

EPUBLIC OF NANESA

COUNTRY ASSISTANCE PLAN: FY 1971

I. AID/N ASSISTANCE OB'ECTIVES

2. SECTOR PROJECTS

A. HEALTHB. AGRICULTUREC. EDUCATIOND, PUBLIC SAFETYE. COMMERCE AND INDUSTRY

URBAN DEVELOPMENTG, DEVELOPMENT ADMINISTRATION

AID/N BUDGET SUMMARY

For Use By

MAXVELL INTERNATIONAL. DEVELOPMENT SEMINARSSYRACUSE UNIVERSITY

AlD/N ASSISTANCE OBJECTIVES: FY 1971

Strengthen Institutions that maintain stability and playRey role6 in development.

Assist educational system to better meet developmentmanpower needs.

3) Support tnstitutions and programs aimed at stabilizingpopulation growth.

4 Encourage diversification of crops and tndustri.e todecrease reliance on a few vulnerable exportiLi.

Ermourage increased financing of development efforts byinternal revenues, and by private capital.

9/15 0

a,,A.Ndmviinda.

J.F.1

M.1.4-.161101i

VA

L01

1001

101.

,01,

00.

1 iTitle:

Fa ily Planning

V--

1 1Sector:

Health

U.S. conux___

Initial

Obligation

FY 1970

110.11121=-L.Onmir.._

Final

Obligation FY 1974

:11=

a11.

0.1.

611.

.

-Project Targets

1. Establish 150 clinics

2. Staff 150 clinics

3Equip and supply 150 clinics

041ro3ect Actions

1. 2, 3.

4. *

Country Contributions

1.Identify existing clinics for

rehabilitation

2. Provide site for new clinics

3. Recruitment construction labor

4. Recruit staff for

training

5. Provide site for contra. plant

Ident. exist. clinics for rehab.

Construct new clinics where needed

Recruitment of staff

Training of staff (U.S.

and

3rd count

Contraceptive plant

6. Clinic furnishings

and equipment

7. 8. 9.1

Other costs

AID ContributissiLat dollarg2 sija_thounands.)--

tTotal through

FY 1971

'fi

nal_

ols

1iIT

,on

Components

1. U.S. Personnel

2. Part. trng. U.S.

3. Part trng. (3rd

I

country

,

4. Commodities

100

200

510

200

300

1,000

900

3 850

150

750

700.

....M

T, 4

6ba.

l

ITotal

1,500

1.1.

0,11

,AIII

MIR

1001

1.11

1.11

1114

ME

MO

*.

6,000

Title:

Vocational Schools

Sector:

Education

Project Targets

1, Construct 50 schools (500 students

each)

2. Equip each school

3. Trainid staff (25

per school) O

. .11

.UN

I NU

M p

III I

N I

1

U S. concur

Initial

oblil;tion

country_concur

Final


1. Sites

2. Identify personnel for

trng. (50 to U.S. per year

3. Construction labor

4. Local construction materials

5. Ed. planning

Project Actions

1, Select fifty sites ASAP

2. Standard school

plan (Max. local materials

3, Construction (Max. local

mpr)

4. Select and train

staffs

5. Equipment and materials in place

6. Educationalprops! planned

7.

8 9.

Co

onents

1. U.S. Personnel

2 2. Part. trng.

3Commodities

4. Other costs

Total

1

200

Total through

fal

btion

750

450

12000

200

L22000

150

12250

No.

1200

050000

Title:

Assistance to Agriculture

Sector:

Agriculture

Project Targets

1. Aggimultural 5 year plan

U.S. concur

Country concur

Initial

Obligation FY 1970

Final

obligat on FY 19714

EXpand Ag. extension service

3. Student Ag. Volunteers (

VE) demon. farms

Project, Actions

1. Planning-advisors fromU.S.

R. EXtensian advisors.

3. Partie. training, (U.S.)

4. Partie. training (3rd country)

5. Demonstration Farms,

6., Seed, stock, equip. demo farms

7. 8.

9.

Count7rebiltribations

1. Identify senior trainees for U.S. (20

per year)

2. Identify trainees for 3rd country (50per year)

3. 50 farms for demonstration

4.

5 AID Contributions

U.S. dollar e sts_in thousands

Total through

Components

FY 1971

final obligation

1. U.S. Personnel

2. Part. train.(Us)

Part. trng. (3r

4. Commoditi

5. Other costs

Total

100

100

100

250

150

750

400

400

600

1,00

0

600

3,000

.1e:

Nenesa Borde

aaar

./M/O

MR

MIa

..1

114

atro

l:tor:

Public Safety

obligation PI' 1970

U.S. con

PlAect Targets.

Cpu

nt 2

411

.;Final

'obligation

F' 1

974

waY

114.

...11

teount4 C;k0i.ributions

...;:. mg

.

.i

Ake Nanesa Patrol (update

P,'.-uip:

nq

11, Fcr:li4t7 ft:r Mt, Patz'ol LI,ademy

f.to be rehab. and

expanded)

I-,2.

Construction labor

2. Yabu River patrol (update trng. & equip)

Mountain Batrol

eat. trng. academy)

Praject Actions

1U.S. trng. advisors

Site for M.P. Academy

Equip. surveys.

4Trainees to U.S.

mag

avem

ow.p

row

imav

20 Patrol

Equipt. supplied

Training in use & maintenance

3. 8 BP officers for U.S. training

4. Assist. on equip.

surveys

I AID contributions (1

dollar costs in thousan,$)

'Components

L_FY 1971

-

U.S. Plrsonnel

2. Part. trng.

I 3- Commodttles

of all equip.

it: Other costs

Tot

al

Tot

nithrough

fInej obllgation

C"

300

100

150

j00

1150C

550

5(10

, ,

/WM

. Wilf

til41

1MI.

1101

.

Titlet

Tourism

11.1

1101

11.

071.

1001

.311

0.

Sect5211_12MESt2L10112.911________

Project Targets

1, Construct or rehab. 14 hotels

2. Stimulate private investment

3. National tourism plan & p omotion

Project Ac

ions

1. Select 10 hotels for rehab.

Plans for rehabilitation

a. Construction.

4. Trng. key staff

5. 4 sites for new hotels

6. Construction

7 Cvaran torism plan

B.

--r,tion plan launched

9. Eq.ipmelyt:

r hotsls

U.S, Concur

'Initial

1Obligation FY 1970

Country Concur

Final

Obligation FY 1974_

Country Contribut one

1, Existing hotels for rehab. (ITE 101

t

2. Sites for new hotels

'11)

1

3. 40% of cost of new hotels

4Select stef for U.S. trng (2 fro

each hote1

50 Construction labor

AID Contributions

U.S. Dollar COBtEb in thousands)

Ccmtonerts

[Total

through

FY 1971

fine; nb

50

200

Personnel

,Part. Trng,

3- Commodities

"Ater c-sts

Tct

100

Boo

500

3500

C

I 30

0

1, 00

5 con

i

Title:

!.;rhan 5ervice

1 i Sec or:

.........

Urban Development

Initial Obl

ation FY 1

0Final obligation FY 1974

U.S. concur

Country concur

MN

. eM

IMM

MIL

mw

mm

omm

moo

mm

om

mm

mm

alm

ream

r,..s

imm

wom

mw

mp

mom

Pl!oject Targets

1.

Water system for Kwaidel

2,

Experimental waste disposal plant

Residential electrification

Project Actions

I. 11.S

planning team

2.. Contratt out waste disposal experiment

3. Reservoirtonstruction

4. Pipe line construction

5. Kwaidel service plan

6.. Damkra tIgh

7. Part-icipant training

Country

ontributions

L.Right of way for all lines

12. Recruitment of labor

p. Maximum local materials

41.. Reservoir sites

1 5. Maximum local engr. skills

8 9.

64 Recruitment of A.P.T. trainees

ID contributions 1U.S. dollar costs in thousandsi_

1

1 Components

1FY 1971

1. u S, Personnel

13.

Part. trng.

Commodities

200

500

,Total through.

(final obligation

Other

P90

Contract

1,000

Total

,2,000,

500

1,000

800

6,700

m

10,0

00

Title:

Internal Revenue Service

U.S. Concur

Country Concur

....1

22tO

ri...

..Zes

eles

zep.

Lid

atin

iatr

atio

Project. Targets

1.

Overhaul revenue plan and legislation

Initial.

Oblimation Ye r

FY 1 70


1.

10 trainees for U.S.

Final

2.

Academy for IR agents

2.

Site for IR Acadeny and Data Bank

3.

Data. Bank

Project Actions

1.

U.S. Advisory team

2.

Participant trainees to U.S.

3.

Construct and equip Academy

4.

Design and begin trng program

5.

Legislative Program

6.

PR Program

7.

Data Bank designed and launched

9.

AID C.ct b

1111

=M

MIII

IMM

IIIM

IMIM

Components

Text fiscal year

Total. through

final obli ation.

U.S. Personnel

50

200

2.

Part. Trng.

100

400

3.

Commodities

10

40

4.

Other (EDP)

90

360

5. TOTAL

250

1,000

A DPV RPMET SUMMARY FY 1971

( in thou ,nc. of U.S. dollars )

Apprppristiun CateApja FY 1970 FY 1971

Development Loans 23,000 24,000

Supporting Asci tance 20,500 19,500

Intergovernmental Croup 2rD0 250

Contingency Fund 100 100

Adminstrative Expenses 150 150

Technical CooperationDevelopment Grants 6 am 7 000_

TOTAL 50,000 51 000

NEAR EAST AND SOUTH ASIATABLE I - POPULATION, AREA, AND GNP

NEAR EAST & SOUTH ASIA

COUNTRY

POPULAT I ON ( 1969 )1'

TOTALRATEOF

GROWTHDENSITY TOTAL

MILL. -PERCENT PER 1,000SO. MI.

NEAR EAST TOTALb.. 138.2 2.4 51 2690

CYPRUS 0.6 1.5 176 4

GREECE 8.9 1.0 173 571

IRAN 27.9 3.2 44 636

IRAQ 8,8 1.6 52 168

ISRAEL 2.8 2.3 343 8

JORDAN 2.2 3.0 58 38

KUWAIT 0.6 3=5 90 6

LEBANON. . . . 2.8 2.4 700 4SAUDI ARABIA 4.7 2,3 6 830

SOUTHERN YEMEN 1.2 2.2 11 111

SYRIAN ARAB REP 5.9 2.9 63 71

TURKEY 34.4 2.6 114 301

UNITED ARAB REP 32.5 2.4 84 387

YEMEN 5.0 n.a. 66 75

SOUTH ASIA TOTALb 703.3 2.5 361 1957

AFGHANISTAN 16.5 2.3 66 250

cETLoN 12.2 2.3 483 25INDIA 537.0 2.5 428 1,262NEPAL 10.8 1.9 200 54PAKISTAN 126.7 2.7 345 365

AREA

AGRICULTURALLAND

PERCENTOP TOTAL

AREA

ACRESPER

CAPITA

299

5769112760lb

3040c3262673

n.a.

45

2129543030

3.6c2.12.51.63.31.11.5

0.344.8c18.94.83.80.2

n.a.

0.8

2.10.40.61.00.6

-99-GNP AND POWER

GROSS t:NTIONAL PRODUCT4(1960

POWERPER

CAPITATOTAL PER

CAPITAINVEST-MENT

$XNEL- COLLARS PERCENTOF GNP

KWHPER YEAR

48,307 360 n.a. 293

438 704 23 836

7,550 858 24 7898,020 297 23 1782,400 278

iSd 174

4,042 1,472 21_ 2,006575 286 126 70E

2,220 4,111 266 3,407

1,362 496 n.a. 3772,200 478 n.a. 195185

1,42511,6005,740550

155248346183110

n.a.n.a.

1916f

n.a.

209131205205

n.a.

63 401 92 13 82

1,370 65 n.a. 241,781 149 16 54

44,320 84 14 95800 75 n.a. 4

15,130 121 12 43

IN/kV:ESA 53.0 3.0 i 106 ; 500 25 1.5 9,150 1780 - iota! Tor country data shown.

large areas of rough grazing 'land. d - 1965. e - 1967. f - 1966.

TABLE 2 - EXPORTS, TRANSPORT, EDUCATION AND HEALTH

18 1180

LudesC -

COUNTRY

NEAR EAST TOTALb..

CYPRUSGREECEIRANIRAQISRAELJORDANKUWAIT

LEBANONSAUDI ARABIASOUTHERN YEMENSYRIAN ARAB REPTURKEY. ....UNITED ARAB REPYEMEN

SOUTH ASIA TOTALb..

AFGHANISTANCEYLONINDIA.......NEPAL...,....PAKISTAN

EXPORTS

VALDE(1968)

$ MILL. ITEM

LEADING EXPORT

PERCENT1966-68EXPORTS

IM-

PROVEDROADS

MILESPER ii0OCI PERCENTSQ. MI.

LITERACY

EDU CAT I ON

STUDENT ENROLLMENT1

HEALTH

AS % OF5-14 AGEGROUP

PERCENT

2.2211 oil & Prod. 65 46 36 hi

89 Minerals 32 1,542 76 73c

468 Tobacco 26 419 82 67

,879 Oil 90 25 5-20 331,043 Oil 92 hi 20 41

640 Pol. Diam/Citrus 51 311 90 77

40 Veg./Fruit 35 67 35-40 571,397 oil 97 81 47 51

120E Fruits1,945 oil

210 Oil Products168 Cotton496 Cotton/Tobacco622 Cotton

n.a. Coffee

19d 1,114 66 52

951 7 5-15 1580 n.a. n.a. 13

45 84 35 4547 100 47 4549 33 30 46

30=50 n.a. 10 5

AS % OF-19 AGEGROUP

PERCENT

LIFEEXPECT-ANCY

YEARS

PEOPLEPER

PHYSI-CIAN

NUMBER

38

71c6532

38665459

471213433943

2-995 Jute & mfra./Taa 40 219 27 35 34

'

70r Fruits/Nuts 37 29 8 lle

342 Tea 60 892 70-80 60 65

1,613_ Textiles 29 279 28 40 38

50E Rice/Jute 70-80 n.a. 5-10 15 13_

720 Jutd & mfrs. 44 .98 20 21 22

145 40 40 i 481. .......e..,.... 'ILIrKt0r1 schools.

9e

Rice

e - Public educatiOn only.

)44

404

50

6669

n.a.n.a.

7252

n.a.

n.a.30-40n.a.30-40

4853

30-40

50

62So

25-4051

2 260

1,310700

3,6705,000

4203,910

840

1,4806,6709,8005,0802,8202,32062,500

5-270

21,3604,18014,860

41,1106,660

.55 3 ,900-

REPUB o'''

MIN STRY OF FINANCE

-100-

Summary of Estimated Revenues,and Expenditures for FY 19701'

REVENUES

Trioos,444 D s

S Do s- A-Arz_s

Taxation 696,000

Debt Recelpts2 .6o,000

Earnings r)0,000

Misc. 20.000

TOTAL 826,000

EXPENDITURES

National Drfense 125,000

Legislation.7,000

Social Improvement 11,000

Public Debt 50,000

Pensions and Gratuities 25,000

Administration of Ju tice 8,000

Contingency Fund 59000

General Governmental Admilistr tion 7,000

Iaernal Affairs25 000

Education .

80,000

Agriculture and Natiral Re ources 170,000

Public Health and Sanitation 98.000

2 includes domestic dond and foreign assi tanckloans.

105

Commerce, Industry, Communicati n and Transport 138,000

Urban Development 50,000

Counterpart Funds 47 000

826,000,000

_

a summation of general f,TA 1r. special.k-und and bond fund accounts.

Rice Boom in- Asia ROses DoubisjBy PHILIP SHABECOFF

Special to The New York Timm

LOS BANOS, the PhilippinesThe new strains of rice,wheat and torn that areproducing the so-called greenrevolution in Asia, holding outa promise of plenty for under-fed millions, are beginning tostir objections.

Some of the traditional rice-exporting countries such asThailand and Burmaand evena few voices in the UnitedStates, which is also an ex-porterhave been complainingthat the new, strains will pro-duce a glut.

Dr. Robert F. Chandler, a63-year-old Yankee from Mainewho is head of the. researebInstitute here that Bevelopedthe high-yield "niiracle rice,"commented: "Only three yearsago people were .screaming,'How are we going to feed theteeming millions of .Asia?' Nowsome of those same people' areyelling about overproductionand lost export markets."

The Miracle rice wis devel-taped at the neat, quiet experi-mental farm, set among coco-nut palms and framed by bluemountains, that is run here bythe International Rice ResearchInstitute.

The new miracle strains,which have brought about atremendous rise in South Asianagricultural productivity, raisesa variety of problems thathave led experts such as Clif-ton R. Wharton Jr., presidentof Michigan State University,to ask if the green revolutionwes a "cornucopia or Pan-dora's Box."

Marketing Often DisruptedCertain!? the skyrocketing

rice yields have caused newroblems in many Asian coun-

tries without adequate storage,drying and transportation fa-cilities. Age-old marketing sys.tems have been disrupted.

Some critics have chargedthat the new seeds will onlyserve to make the rich richerand the poor poorer in Asia.Because of the high monetaryinvestment and managementskills needed to cultivate thenew rice, the critics say. it islargely the landlords with al-ready large resources who canafford the outlays that bringsuch high rewards.

The poor farmer, this argu-ment runs, falls further behindbecause he cannot afford to in-crease his own production.while generally higher worldProductivity means he gets alower price for the amount ofrice he docs grow.

Dr. Chandler, a former presl-dent of the University of NewIHampshire. who saw his first'growing rice Plant when heIwas 40 years old, reacts vigor-

irrhori rhosn criticisms are

Problems Accompany Change"Sure there are problems

there must be when a newtechnology is introduced," lwsaid. "But how can it be wrnneto increase the amount of fondfor people who eat and to in-crease the incomes nf farmers?"

"Don't forget, it is true thathalf the world still goes to bedhungry every night. Next yearthere will be 15 million moreIndians, a million more Bur-mese, a million more Theis. amillion more Filipinos to feed."

He acknowledeed that thenew strains of rice and otherfood staples mieht create afood surplus ditrine the nextdecade hut said! "We shouldhe planning for 19B0. T990 andbeyond instead of worruineabout a tempoeare recession'in rice prices in 1971."

I"The long-term future stilllooks awfully grim despite thetechnological increases in foodproduction." he asserted. Therecent advances, he said, areiust a stopgap arrangement tostave off hunger.

"It will take more than highyield rice plants to stop disas-ter." he went on. "We- mustcurb our populations. After all,the amount Of land, water andair available for food is con-stant, but people are not."

It was in the planting seasonof 1965 that the institute's firsthigh-yield strain IR-8 wasmade available to farmers inthe Philippines and severalother countries.

The results were so immedi-etely dramatic that even con-servative peasants saw thevalue of changing over. Riceyields began doubling and_.trizpiing. Two crops were possiblewhere onlY one had beenreaped in the past.

Despite high expenditures onfertilizers, insecticides and herbieides required py the nee.rice and despite a declining'trend. In world rice prices,farmeni who, have planted themiracle strains have also dou-bled their incomes in manyeases.

Dr. Chandler estimates that'this year there will be at leastIS million acres of paddy fieldplanted with the strains de-veloped in his fields. Fouryears ago It grew only at theinstitute, which was establishedby the Ford and RockefellerFoendations in 1960 in associ-ation with the Manila Govern-ment and the University of thePhilippines:

101

'Miracle' Rice ImprovesLife of a Filipino Family

&wail to The Now York 'naes

BARRIO PANSOL PILA,PhilippinesLucio Matienzo,a rice farmer with less thanfive acres of wet paddy

,fields, has six children and Isable to send all of them toschool.

He is proud of that. Onlythree years ago he wasdeeply in debt and more wor-ried about feeding his familythan giving his children aneducation.

In 1968 Mr. Matienzo de-cided to switch to the new-miracle" rice developed bythe International Rice Re-search Institute at Los Banos,about 20 miles from hisbarrio. After a year his cropyjeld and his Income doubled.After two years his debtswere paid and his childrenwere in. school.

"I had heard about the newrice, IR-8, since 1966," Mr.Matienzo told a visitor to histwo-story house as cl-,ildren,puppies, cats, chickens, whitepigeons and a piglet or twoswarmed on the dirt floor ofthe first story.

"I didn't want to give upthe 'old variety of rice be-,cause it fetched a higherprice per pound and took lesstime than IR-8," he con-tinued. "But for three yearsin a row I had a bad cropand each year I went moreinto debt.

"I had to do something.So when the extension mancame around from the agri-cultural college, I let himshow me how to plant IR-8."

The farmer found that ittook a lot of work to plantthe new rice and that it tooka lot of money for the neces-sary fertilizer, pesticides andherbicides. But the local ruralbank lent him the money heneeded whcn he told them hewas going to IR-8.

Crops Doubled"My crop doubled to about

six tons," the farmer said."And I was able to plant twocrops instead of one."

Although his family ismuch 'better off? life has notchanged dramatically in mostrespects. The house stilllacks electricity and runningwater. Mrs. Matienzo stiltcooks over charcoal on araised hearth. Her husbandmust still bend long hoursover his fields hi the sun.. The good times may bepassing, however. Mr. Ma-tienzo is not sure he will beable to plant the new variety

, of rice again this year be-cause the price of fertilizer isgoing up so fast.

"Everything is. going up,"Mrs. Matienzo said. "The.only thing that isn't going upis the price we get for outrice."

THZ NEW YORK ME

106

MONDI4Y4FRrL 6. 70

New Yor'etTimes

April1971

The Right to BreedBy GARRETI HARDIN

SANTA BARBARA. Calif.Is it wiseto maintain that the "decision withregard to the size of the family mustIrrevocably rest with the family itself"?That's what the United Nations mys.We would like to believe it. Havinggiven up so many freedoms alreadyit is natural to resist giving up thisadditional one, the freedom to breed.We remember Nazi Germany; we fear1984.

Unfortunately, logic end experienceshow that continuing to support theright to breed is suicidal. The space-ship we call Earth is already over-populated. We suffocate in our ownwaste products. We need to have ZeroPopulation Growth now; better yet, weshoeld have a negative rate of growthfor a while if we are to improve thequality of life. Actually, not a singlenation in the world has yet attainedZPG. Why not? The answer is simple."Overpopulation" is a rational or globalconcept but the decision to use (or notto use) birth control is made by theindividual woman on the basis offorces impinging on her personal life.Does any woman ask, "What does mynation need?" before she takes thePill? And if one woman does, whatabout the multitudes who don't?

Birth control is not population con-trol; it is merely the means wherebya woman can have the number of chil-dren she wants. If she wants toomany, a perfect system of birth con-trol enables her to produce too many.Everywhere in the world, the averagewoman wants more than the ZPG num-ber. In the United States this numberis now about' 2.1 children per woman .but the average woman wants about2.8. Population control is impossibleso long as there is freedom to breed.

World population is now doublingevery. 35 years. During the 50,000years before AD. 1650 the doublingper_od was 5,800 yearsalmost 2PGconditions. How was this relative sta-bility maintained?

Partly, as everybody knows, by thecruel "negative feedback" controls ofstarvation. disease and war: but onlypartly. "Family planning" also playeda role (though it wasn't called that).Contraception was not as good as it isnow, but it helped. When contracep-tion failed, a Woman might resort toabortion, even though it was ratherdangerous under primitive conditions.If abortion did not solve the planningproblem there was always infanticideto fall back on. It was easy to passoff infant deaths as accidents whenbabies were born in the home.

Most people think that the practiceof infanticide is confined to savages.This is not true. The Harvard historian.William L. Langer has conclusivelyshown that infanticide was an im-portant means of family planning in

Freedom to ProcreateEqua;s Freedom toStarve Children

Europe all through the 19th century,extending even into the 20th.

Why were nominally Christian fam-ilies willing to use such drastic means?The answer is blunt: because theywere fully responsible for the care oftheir children. If a poor couple had toomany children, when hard times camesome of the children had to die. Untilrecently charity was only a minorhobby of the rich, and had little effect.The community was willing to let ex-cess children starve to death. Poorparents knew this. They had the powerto control their own breeding, andthey were fully responsible for theirdecisions, power and responsibilitywere joined. The result was populationcontrol.

In the 19th century all this beganto change with the growth of the ideaof the welfare erate. Men came to be-lieve that it was a disgrace for a com-munity to allow its children to starveto death. If the parents could not takecare of the children, the communitywould; not well, perhaps, but wellenough to keep them alive and addingto the population problemand wellenough to make the offspring resentful.when they grew up.

What are we to do? We have onlytwo options. We can go back to theworld of two hundred years agoeliminating the welfare state and mak-ing the family once more fully respon-

'sib° for its breeding decisione Popula-tion control can be achieved in thiswaybut only if we can, with equa-nimity, watch children starve.

If we are unwilling to. DirbiCCIffeliwe must go forward and bring powerand responsibility together in a newocus, in the community itself. If thecommunity has the responsibility ofkeeping children alive ft must alsohave the power to decide when theymay be procreated. Only, so can wesave ourselves from the degradationof runaway, population growth.

It is not a question of freedom vs.nonfreedom. If we defend the freedomto breed, we shall ultimately lose allother fredoms as a result of unbear-able overcrowding. By denying theright of individuals to breed withoutlimit we can at least make it possibleto preserve other freedoms that may,on examination, be deemed Moreprecious than the freedom to breed.

Carrett Hardin is professor of bunionecology al. the University of California.

107

-1

CHAPTER IIT

MIDSIM III: PROGRAM IMPLEMENTATION AND EVALUATION

This is the most complex round of the game, simulating twenty years of U.S.

assistance to Nanesa. Starting with tLa Country Program that was the product

of MIDSIM II, the game moves forward to 1990, and affords a wide range of

situations .that challenges the managerial and interpersonal skills of the

players. The major new gaming technique is the use of "interventions"

which are injected into the game and must be attended to. The interventions

come in the form of cables, newsevents, legislation, reports, policy state-

ments, personnel re-assignments, rumors, and political upheavals in Nanesa or

the world. Their impact on the AID program must be assessed,and adjustments

made. The game also introduces a Program Evaluation technique which not only

enables a cross-cultural assessment of the twenty-years of assistance

programming, but also has an impact on mission management and programming

throughout the period. Among the processes studied in this play of the game

are: mission management cross-sectoral cooperation, responsiveness to

contingencies, long-range planning, communication flow and information

utilization, and program evaluation.

A. GAME PREPARATION

Role Assignments. In this play of the game, the role of Ambassador is critical,

and he should be provided a Deputy Chief of Mission (DCM) to assist him.

There is .an additional role, that of the Nanesa Desk Officer in Washington. This

role simulates the difficulties of headquarters-field relationships, as well

as the frequently counterproductive nature of communication and paper flow.

The roles of the DiVision Chiefs involve both the negotiation of new projects,

and the assessment of project progress in the light of relevant interventions.

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There is another ad hoc team in this play of the game; this time it is

concerned with program evaluation -- specifically, with the generation of a

set of development indicators for use in the final stage of the game. The

heaviest burden in the game is on the Mission Director and immediate staff,

fnr the eame compresses twenty years of complex activity into a few hours.

In casting the roles, the Came Manager should again make sure that there

has been an equitable apportionment of opportunity. By this time, the players

will be sensitiN,e to any hint of "favoritism" But, again, the Game Manager

may make assignments to prome0-e a desired learning experience for a particular

individual, and he should again be prepared to follow through to assure that

the experience is maximized.

Because of the complexity of this play of the game, more guidelines are included

in the actual role descriptions; these need not be repeated here. The Game

Manager may also find it necessary to supplement these with "Special Role

Instructions" or verbal suggestions.

Game Materials. The role packets should contain the following:


2. Roster of role assignuents

3. Individual role description

4. Official Delegation: Government of Nanesa

5. Country Assistance Plan for FY 1972 (product of MIDSIM II)

6. Project Descripti n forms

7. Development Indicator form

8. Development Evaluation MatrIx form

9. AID/N memo paper

10. Individualized materials

10J

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In individualizing the packets, special sector materials will again be

usef I especially the projects that were designed in the "think ta k" in

MIDSIM II. Other major new materials are forms that facilitate the paper

flow that characterizes this play of the game. The following forms should be

distributed in the appropriate packets:

1. U.S. Embassy. stationary

2. AID/Nanesa: Press Release form

3. Department of State: Airgram (to Desk Officer)

4. Log of Messages

5. Notification of Personnel Action

Players may also utilize materials accumulated for the previous play of the

game (e.g. the descriptive material on Nanesa), or may obtain alaterial from

their predecessors.

Game Set ing. The setting is essentially the same as-for MIDSIM II, however,

additional space is required. First, an office for the Ambassador which will

double as a small conference room for his sessions with the Prime Minister

and others; second, a room simulating Washington, for the Nanesan Desk Officer.

The Game Manager will also work out WI this room in preparing and distributing

interventions. The dining hall will again be the scene of activity, but only.

for lunch. The Negotiation Room can serve as the scene for the final Joint

Development Evaluation Meeting. The flexibility of the facility used is

important in simulating some events. For example, the earthquake which occurs

in 1975, can be simply simulated in the Negotiation Room (while the players

are in.their respective headquarters) by overturning the tables and chairs,

skewing the venetian blinds, scattering the contents of ashtray and wastebaskets,

and flashing the lights of the building on and off. From there on, improvisation

takes over.

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o ework. In conducting the Game Preparation session, the Game Manager Shouldattend to the following things:

1) should pass out the role packets and allow the players to get the feelof the contents.

2) He should go over the basic items in the packet concentrating first onthe new CAP. This is simply the seven Project Agreements that were reached

in the MIDSIM li negotiations. In the eventuality that there was no

ProAg in some sector; that Division Chief will start the day's game by

continuing to reach an agreement.- The CAP should also indicate what the

current Assistance Objectives are. Attention should be called to these.

They may be ehanged during the day, but everyone in the Mission should be

kept informel as to what they are, and how they are ranked -n priority.

This is important not only to prograing, but to the continuing evaluation

process which will be described later.

3) The Game Manager should explain the MIDSIM approach to Program Evaluation.

Two instruments are central to this process. The first is the "Development

Indicator". The cover sheet should be self-explanatory, but may need some

elaboration. It should be emphasized that this is an attempt to get more

objectivity into what is usually a subjective judgement, but -- even

so -- no claim should be made as to the precision of the instrument or

the approach. This,too, is a simulation of a more compiex process being

developed within AID. MIDSIM's simulated Program Evaluation emphasizes

the following:

The desirable interplay between goal-setting and project design.

The process of defining goals in terms that can be measured.

c) The search for indicators that do, in fact, represent the essential

features of the goal being sought.ill

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The utility of the evaluation process being centered in the

Mission, and involving field people.

The Mission Director will assign the Evaluation task to one of his staff,

who will assemble a group to assure that there is a set of Indicators for

each of the five Mission Objectives. There will be running interplay

between this group and the Mission Director which should have some effect

on Goal definition and project design.

The second instrument,- the "Development Evaluation Matrix", Is also

explained by its covering-sheet. A column is filled out by each Division,

with the results collated by the Program' Evaluation Officer to form the

Mission,Matrix. In making sector judgements, the divisions are guided by

the Indicators, by a statistical picture of Nanesa, and by their own

records and impressions of sector accomplishment. In collating the returns

from the Divisions, no effort should be made to iron out the discrepencies,

as these will form a very important basis for discussion during the final

Evaluation Meeting.

4 The Game Manager should also explain the MIDSIM approach to management --

both at the Mission (or Program) level, and at the Project level. Both

involve reacting to contingencies within the framework of Assistance

Objectives and available resources, and both involve forward and sequential

planning. For purposes of the game, the Division Chief is the Project

Manager of the project in his sector. He sits down at the table with his

Nanesan counterpart and places the ProAg at one side of the table. They

then begin to prepare the Project that is to follow the present project.

If there are no interventions that impact on the present project, it is

assumed that it will be achieved as described. The Project Manager

attends to his project only when there is trouble; he then assesses the

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impat't that the trouble has on his project; notes it on the ProAg; and

takes it into account in planning the succeeding project.

At the Mission level, a macroversion of this process occurs, with the

Mission Director attempting to assure the successful achievement of all

seven projects, on the assumption that this will further the attainment

of his stated Assistance Objectives. The process is more intricate here

because the Assistance Objectives may be changed for a variety of reasons

(they may prove to be immeasurable, contrary to Nanesa's own objectives,

or incongruent with Congressional or Executive policy. In short, there

may be interventions that compel the modification of Mission objectives

5) Finally, to conclude the Preparation session, the Game Manager should

once again convert the meeting into a Mission, and put the Mission Director

in charge. If the session ha= been successful, the players will immediately

get to work with a noticeable air of anticipation which can be attributed

to the new ingredient -- the "interventions". They expect the unexpected.

The result is that they often overprepare, or fantasize the worst. This

too can be discussed later.

B. GAME PLAN.

MIDSIM III is divided into five stages, culminating in the Joint Development

Evaluation Meeting which tranforns into the final critique session and is attended

by all players. It is particularly important that the schedule be adhered to

in this round; there is a natural reluctance to let forty-five minutes equal

five years, but the game cannot be kept moving unless this basic simulation

is adhered to.

1) Staff Meetings. Both the Americans and Nanesans have a half-hour meeting

to finalise their strategies. During this meeting -- or even earlier --

it is important that the Game Manager =Ash some limitations on

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Nanesan improvisation. These should be minimal, but, again, they are

necessary in the interests of keeping the game moving and assuring that

certain situations are created. Specifically, the Nanesans should know

that in each time frame there will be a major intervention; there will be

no need to reveal too much detail, ner to indicate any of the minor

interventions. The major interventions that have been fruitful are:

1971-75 Family Planning. In this situation, the Nanesans differ with

the American effort to limit population. The precise nature of

the crisis varies: it can be ideological or religious; it can

be concealed under a desire for broader utilization of clinics;

it can be an open statement that Nanesa has enough space to

support a larger population.

and/or

Public Safety. This is usually an ideological or nationalistic

crisis, in which the Nanesans question the growing influence of

the U.S. in the Nanesan police establishment.

1973-80 Crisis attributable to a natural disaster. Wehave experimented

with floods, droughts, and found earthquakes to be best. The

crisis is patterned after the Peru or Turkish experience and

can be used to completely divert the resources and talent of the

Mission to the emergency.

1980-85 A Political Crisis. This can be a compound of interventions,

drawing heavily on Nanesan improvisation. Generally the following

work to produce the desired situation:

A strike of construction workers

The Nationalization of American property

11

A kidnapping of an American official

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Internal Cabinet disaffection with Sarto's closer ties to U.S.

The Americans are not informed of this scenario in even this sketchy

detail. The only reason for informing the Nanesans is that otherwise they

might begin the political crisis in the first time-frame, and it would

distort the entire play of the game toward politics, with little opportunity

for creating other kinds of situations.

2) Project Management. There are three Project Management sessions, inter-

spersed with Program Review Sessions back at Headquarters. The actual

process of management has been described, and is also found in the role

instructions to the Division Chiefs. The main thing to assure is that

the managers pay attention t_ interventions that may impact on their

projects; and that they estimate the achievement of project targets at

the end of each period, note it on the ProAg, and turn it in to the

Program office for use during the Review Session. Otherwise, the Chief

spends the 45 minutes negotiating the succeeding project with his

counterpart.

3) Program Review Sessions consist of the following Ingredients. The

AMbassador pasf.es along informatior he has received in the National

SeCurity Council Situation Report (s,,le examples), noting the size of the

AID/Nanesa budget for the coming five years. The Mission Director will

announce any changes in Objectives or strategies that are deemed necessary

in the light of interventions and the Situation Report. The Program

Officer summarizes the achievements of the past five years; and each

Division Chief describes his needs and plans for the next five years.

It is a packed forty-five minutes, but it permits stock-taking and course-

setting.

Evaluation Session. Thls session is a continuation of the afternoon

Program Review Session (1980-85). At the close of the Review Session, it

will be announced that the AID program in Nanesa has been suspended because

of the political crisis. It is assumed that the suspension will last to

1990. A statistical picture of Nanesa, as of 1990, will then be passed

out to all players, and the Mission meetnIng will be concerned with

Evaluation, Specifically, we will be attempting to assess the impact

of the AID program on manesa from 1971-90, drawing on: The Nanesa, 1990,

document; the Mission's own record of achievement in terns of its objectives;

the Development Indicators; and the personal judgement of the Division

Chiefs. Each Division will be asked to make out the Matrix column for its

sector in accordance with the instructions and hand it in to the Program

Officer, who will place it Oa a Master Matrix. This should be completed and

given to the Game Manager by the 3:15 coffee break. During the coffee

break, it 4111 be transposed onto a larger Matri2, in the Negotiation Room

for later discussion. NOTE: No effort should be made by the Program

Officer to correct any discrepencies in the data he receives from the

Divisions.

5) Joint Develo ment Evaluation Meetin . This meeting occurs in the Negotiation

Room and is attended by both Americans and Nanesans. On the board, side-

by-slde, will be the AID Matrix and a Nanesa Matrix. The latter will be

prepared without the benefit of Development Indicators, but with the

Nanesan data at hand.

The Game Manager leads the discussion in this'final session. The following

questions and topics have proved fruitful.

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Compare the two lists of objectives. Similarities, equivalencies,

specificity vs. generality, what do they reveal about the two

parties. To what extent were they known? To what extent did

they play a part in programming?

b) Compare the priorities given the objectives by the two countries.

How do you explain the differences in priorities? What effect

did this have on programming?

Study the estimates of goal achievement (this is facilitated by

computing averages in the total column), this is the lower half of

the cell. What do these estimates say about optimism, pessimism,

realism? On what were they based?

d) Study the estimates of participation (upper half of cell) the higher

the figure th more general the feeling of having made contribution.

If the estimates were realistic, the total would be 100%. What

does the deviation from 100 mean?

Breadth of sector contrib tion to Mission Objectives. Did sectors

contribute to more than one objective? Tfihich sector programming

attended to most objectiv s?

f) Were there objectives that received relatively little attention?

Why?

In terns of costs of the program, which secters contribute more

to the attainment of stated objectives? Was it worth the money

If one heavily-budgeted sector contributed to only one partially

achieved objective?

Other questions will stem from the players and the discussion itself.

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Proceed at a relatively leisurely pace, so that the data can be studied

and massaged.

When this data has been exhausted, switch the direction of the session

to an overall rritique of the day, drawing on whatever observers were used.

The Game Manager should be sure that situations, behavior, and events

that were not generally witnessed are recapped and discussed -- for

example, the internal activities of the Wanesan Cabinet.

At the close of this session -- which should not exceed an hour --

introduce the Nanesans and identify their "real" homeland, and call the

game to a close.

6) Interventions. The movement of this round of the game depends upon the

successful use of "interventions". These may be viewed as variables which

are deliberately injected into the game to modify the situation and call

for new behavior. The nature, timing, and follow-up on the interventions

make this a most demanding round for the Game Manager. It is further

complicated by elk:, fact that both sides very quickly begin to generate

their own interventions, and the task of assessing the impact of each is

indeed formidable and probably impossible.

The basic rule for the Game Manager to follow is: each intervention

should have a purpose i.e. you want something to happen as a result.

You must then attempt to find out if it did indeed happen, and if not,

why not? Random seeding of the game with interventions only gives rise

to impossible confusion and frustration. As is essential in gaming, your

task is to "keep it clean and simple" so that behaviors will stand out

for observation and discussion.

-l14-

An indispensible practice is to create a "stockpile" of interventions

in a master indexed book. At present the NIDSIM intervention book

contains 49 items which have been used with varying effect. New ones

are generated for each game, but the tried and true ones can always be

counted on to create a useful learning situation. Samples of these are

included among the game materials.

The Game Manager, working within the basic structure of the game, should

decide the kinds of situations he wishes to create in each time period, and

feed the appropriate intervention into the game at the right moment.

he gives the Cable, for example, to the messenger, he drops a carbon in

the in-box of the Nanesa Desk Officer. The Desk Officer logs it, and later

attempts to try to discover what action was taken. The frustration of

the Headquarters man becomes monumental as he attempts to get informatics

from the field in response to certain interventions.

The spontaneous interventions of the players should be captured wherever

possible for later discussion. For example, both sides will issue press

releases, and there will be letters between the Ambassador and Prime

Minister. The Game Manager has the right to read any material generated

in the game. He alone must try to acquire an overview of the entire

action for later feedback. But he must be philosophical about his

ability to do this. Thirty spirited players can generate more crises,

rumors, espionage, and memoranda than can possibly be surveyed by the

GM;.he must rely on the players themselves sharing episodes with the

entire group during the critique sess!In.

C. CRITIQUE

The basic structure, and even some of the content, of the final critique

1.13

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session have already been suggested. This round of the game, above all, will

benefit from the maximum contributions by the players as "participant observers".

There are however, several key sources of feedback that can also be relied

upon. The Game Manager, of course, haS desperately attempted to keep on top

of the entire production. His observations are an important contribution.

The Nanesan Desk Officer, who has attempted to form a picture from his office

in Washington, will contribute an eye-opening perspective. The Ambassador's

perspective is an important one. He will have been privy to frequent conver-

sations which no other players could observe, and will bring a high-level

"insider" perspective. The actual management of the Mis ion should be a

subject for critique; but the Mission Director -- at the eye of the hurricane --

will usually appreciate an outside perspective on this. It is useful, if there

is a respected management man among the players, to assign him the role of

consultant to the Mission during this round, and additionally, give him a

spot during the critique session to make observations about the processes he

observed.

Finally, there will be complaints about this play of the game. The followlig

are the most common=

1) Too much to do, with too little time to do it.

2) Some of the players were flooded with work, others did not have

enough to do.

Projecting the game twenty years into the future is unrealistic;

our Agency lives from year to year.

There was too much paper floating around; you couldn't possibly

attend to all of it.

We didn't have the in ormation we needed to act.

But behind each of these complaints one can see an unresolved problem that

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does not necessarily represent an inadeluacy of the game. These are real-

life management problems; and this had been a laboratory in which these we

surfaced and might have been worked out. With each play of the game, one

hopes that more of these problems will be tackled with greater success. For

accompanying most of thse "complaints" are comments such as the following:

"We really are flooded with paper".

of what is going on" (and, they may add,

"We really should be thinking in longer-ranged

"Washington doesn't really have a picture

awe intend to keep it that way").

terms" and "We don't spend

enough time in trying to really evaluate what we do".

In many ways, for all its blooming

closer to real life than most will

chance for testing a wide range of

stances.

confusion, this play of the game comes

admit. In any event, it provides ample

behaviors under very challenging circum-

D. GAME MATERIALS

The essential materials for conducting MIDSIM III follow. It will be noted

that the Nanesan Materials have not been repeated, and _an be found in

MIDSIM II. The CAP for MIDSIM is simply an assemblage of the Project Agreemen s

from MIDSIM II to which is attached the Assistance Objectives. The key

features of this play of the game are the "Interventions".

a range of examples, including the most effective

to the Game Manager each time the game is played.

the effecti eness of each intervention for future

We have included

ones. New ones will occur

He should attempt to assess

use.

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MIDSIM 111 : Since Requirements

Lunch WashinSmall

U.S. Embassy Conference

Typewriters

MAXWELL INTERNATIONAL DilVELOEKEN. SEMINAR

MIDSIM III: 'PROJECT 1MPLEMENTAION AND EVALUATI N

9:00 AM AID/N Staff Meeting

Nanesan Cabinet Meeting

9:30 PROJECT MANAGEMENT

9:30-30:15 Manage 1971-75: plat. 1975-80

10:30-11:15 Pr gram Review Sessi)n (returnto respective Headqutrters)

11:15-12:00 Manage 1975-80; plan 1980-85

12:00 LUNCH

1:30 PROJECT MANAGEMENT

1:30-2:15 Manage 3980-85: plan 985-90

2:15 PROGRAM REVIEW AND EVALUATION

2:15-3:15 Review program and prfpareMatrices; respective leadquarters

3:15 COFFEE

3:30 JOINT OEVELOPMENT EVALUATION MEEING.

Comparison and discussion of the !SAID andNanenan Evaluation Wtrices.

IT IS IMPORTANT '"NAT THIS TIMETABLF P A0HERED TO

Room 5-6

R_ 1-2

Room 3-4

Room 3-4

Room 3-4


MIDSIM III: ROLE ASSIGNMENTS

U.S. AMBASSADOR TO NANESA

U.S. AID MISSION TO NANESA

DIRECTOR

DEPUTY DIRECTOR

PROGRAM OFFICER

PUBLIC AFFAIRS OFFICER

HEALTH DIVISION, CHIEF

DEPUTY

EDUCATION DIVISION, CHIEF

DEPUTY

AGRICULTURE DIVISION, CHIEF

DEPUTY

PUBLIC SAFETY DIVISION, CHIEF

DEPUTY

COMMERCE AND INDUSTRY DIVISION, CHIEF

DEPUTY

URBAN DEVELOPMENT DIVISION CHIEF

DEPUTY

DEVELOPMENT ADMIN. =mum, CHIEF

DEPUTY

CONSULTANT (TRANSPORTATION)

NANESA,DESE OFFICER/W

124

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August 28, 1970

George Peters

Joseph Mareeny

Arthur Wong

Daniel Leaty

Melvin Morris

Charles Weinberg

Harry Houck

Robert Anderson

Jack Williamson

James Powell

Ct4,r1 Ekstrom

Karl Mahler

Roger Robinson

Stanley Handleman

Herbert Springer

Robert Me Candli:

Ronald Witherell

Dwane Hammer

Lauryn Drengler

Lee Marsden

Timothy Bertotti


GOVERNMENT OF NANESA: OFFICIAL DELEGATION

PRESIDENT

PRIME MINISTKR

DIRECTOR.OF INFORMATION

MINISTER OF HEALTH

MINISTER OP AGRICUITURE

MINISTKR OF EDUCATION

MINISTER OF INTERNAL AFFAIRS

MINISTER OF COMMERCE & INDUSTRY

MINISTER FOR URBAN DEVELOPMENT

MINISTER FOR ADMINISTAATION

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ABDUL SARTO (Unable to attend)

SAMIR EL ANNABI

MIRAN SARKISSIAN

TRAN ANH TUAN

THIRAYUTH LOLERTRATNA

AHMED TAWATI

VU XUAN HOAI

UMIT BERKMAN

PATOM MAMIROJAVAMA

JAMES SA PHA KOROMA

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MIDSIM III: PROJECT MANAGEMENT AND EVALUATION

ROLES: MISSION HEADQUARTERS STAPP (Director, Deputy Dire tor, ProgramOfficer, Public Affairs Officer, Consultants

OBJECTIVE: The objective of this phase of the game is to manage the UnitedStates technical assistance program in Nanesa through twenty years (1970-90)and evaluate its impact at the conclusion of this twenty year period.

MAJOR RESPONSIBILITIES:

MISSION MANAGEMENT: The Director and his staff must be on top of the totalprogram (comprising all the projects) and all the interventions at all times.You should familiarize yourselves with the enclosed instructions that have beendistributed to the Divisions, and there must be a general sharing of informationat all times. For purposes of this game, Mission Menagement has three majorcomponents:

1) PERSONNEL. You should atteupt the optimal use of all personnel over thetwenty year period. Try to give your people both field and headquartersexperience, and it may be useful to give them experience in more than oneDivision. You may transfer personnel by using the "Notification ofPersonnel Action" form. IL copy must be sent to the Government of Nanesa,so that they are aware when expected to deal with a new face. The GONwill aloo inform you af any Cabinet shuffles that ocaur over tine.

2) PLANNING/BUDGETING. You must assure that your mission plans ahead for atwenty year program, and at the same time has contingency plans which maybe used when interventions require a change or modification. You must alsobe sure that your budget is used most effectively -- it may be necessaryto switch momey from one sector to another. The Program Officer must beon top of the expenditures at any given time. You should Also be sure thatyour programming aims at the achievement of AID/N statedaassistancaObjectives for Nanesa.

COMMUNICATION. You must keep in touch with the field -- by message, or bycalling your wan in. You must make sure that he is aware of, and respondsto, relevant interventions. You should be sure to involve the Ambaasadorin decisions with broad political or malitary implications. You mayrequest information or guidance froth Washington, through the Desk Officer,aai you should keep in touch with the Nanesens (formally and informally) and

relevant intelligence with your staff, and higher authotities.

SYSS ON HEAQUARTEPe STAFF

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PROGRAM EVALUATION. The Director is responsible for a continuieg evaluation ofhis program, to ascertain that it is, in facte attaining the Miesion'sAssistance Objectives. He is similarly responsible for assembling the datathat will make possible a broader evaluation of the impact of twenty years ofU.S. assistance programming on Nanesa. The following are the major ingredientsof this evaluation responsibility:

1) AID/N A5STSTANCE OBJECTIVES. These are limited to five, and are stated inthe Country Assistance Program. The Mission Director should assignpriorities to these objectives, and make sure that.his staff is aware ofthese as guidelines to its project development efforts. Over the twentyyear period, the objectives, or their priority, may be changed. This isthe Director's prerogative, but should be done on the basis of chaegingsituations, conseltation with the Ambassador, the Mission staff, andother relevant information.

PROGRAM REVIEW SESSIONS. These are held every five years. The statusof projects in each sector is determined and collated and the Directorleads a discussion on the impact of eVents on the overall program. TheAmbassador contributes intelligence and interpretations that may cauee anew look at the missiou's program, a revision of assistance objectivee, andsuggestions for new directions or emphases in project design. The meetingshould look at alternate ways of responding to events, and in generalshould be the scene for getting your staff set for the next five yearsthrough the announcement of personnel shifts, new priorities, or otherrelevant information.

DEVELOPMENT INDICATORS. These will be explained in a seearate instruction.The Director is responsible for seeing to it that there is a set ofindicators for each of the Mission's five Assistance Objectives. If hechanges the objectives, he must have new indicators. He shou/d alsorecognize that these responsible for the generation of indicators may playa significant role in stating Assistance Objectives more realistically.An up-to-date set of Development Indicators must be available for use inthe final Program Review and Evaluation Session.

4) DEVELOPMENT EVALUATION MATRIX. This will be explained in a sepeeeeeinstruction. It will be prepared at the final Program Review and EvaluaeionSession, and will represent ehe Mission judgement of the effectiveness oftwenty years of U.S. assistance to Nanesa. The Nanesans will also bepreparing such a matrix (against their own objectives); the two Matriceswill form the basis of the Joint Development Evaluation Meeting thatconcludes the game. The Nanesan Cabinet will participate in this finalmeeting.

1 7

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MISSION HEADQUARTERS STAFF

PROCEDURE:

This is a complicated play of the game, and it is essential that you follow thetime-table on the calendax for the day. It is particlarly important that yourealize the time-frame.in which you are working during the 1971-90 period. Thefollowing time-frame will be on the board in each room to assure the neces arysynchronization:

REAL TINE TIME PERIOD MANAGE NEGOTIATE

9:30-10:15 1971-75 1971-75 1975-80

10:30-11:15 PROGRAM LEVIEW SESSION

11:15-12:00 1975-80 1975-80 1980-85

12:00-1:30 LUNCH AND PROGRAM REVIEW

1:30-2:15

2:15-3:30

3:30

1980-85 1980-85 1985-90

PROGRAM REVIEW AND EVALUATION SESSION

JOINT DEVELOPMENT EVALUATION MEETING

-124-MA.XWELL INTERNATIONAL DEVELOPMENT SEMINAR


ROLE: DXVISION CHIEFS AND DEPUTY DIVISION CHIEFS

OBJECTIVE: The objective of thia phase of the geut is to maintain a sequence ofmutually-agreed-upon projects in each development sector, in the face of unforseeninterventions representing the yeare 1970 to 1990. Projects must be agreed upon; theimpact of interventons on the projects must be assessed; planning for future projectsmuet be continuous and coordinated with the total mission program as well as changingneeds and situations in Nanesa.

KEY TERM:

PROJECT DESCRIPTION: Each development project is described on a standard form whichindicates the time fraue of the project (beginning date and estimated finish date)and the four essential elements of the project; its targets (not more than three);the acteons necessary to achieve those targets; the contribution of the United States;and the contribution of Nanesa. When completed and agreed upon by the two governments,the Project Agreement (ProAg) contains all the elements necessary for success. Thus,

with the passage of the time indicated at the top it will be assumed that the projectis tompleted, unless there a e interventions that require its modification.

INTERVENTIONS: These are events that represent the passage of time and may modifythe setting in which the project is being implemented. Youemust attend to ehem:

they may or may not be relevant to your particular project. If an event is relevant

you must estimate -- with your counterpart -- its impact on the project you are

managing, and note this impact on the ProAg. For example, an intervention couldwipe out one target, or mean that only half of a necessary action could be completed.

Interventions can be of many sorts: instructions from superiors, news events, visits

from outsiders (VIPs, auditors, Congressmen), actions by Nanesans, rumors or other

random information. You must determine what impact, if any, each of these has on

your project.

PROJECT STATUS REPORT: At the conclusion of each five year period, you must assesethe extent to which your project has been achieved, and note its status on che ProAg,

and hand it in to the Program Officer who must compile a status report on the entire

Mission program. If the interventions have had no impact on your project, simp3y

write "Completed" across the ProAg. If there has been an impact, the magnitude of

the impact must be assessed and noted. For example, if a strike of constructionworkers occurred during the five year period, you must judge how this affected ,

targeted ten schcols,(you may end up with only five) Write the amount of the target

that WAS achieved in the margin beside the statement of the target on the ProAg.

This can be either an absolute figure or a fraction.

PROGRAM REVIEW SESSION: These sessions occur at Misslon headquarters at the end of

each five year period. The Project Status Reports are all collected and coll,ted,

and a discussion is held as to how the Program (i.e. all the Mission's projects)has done in the light of the events of the preceding five years. AlternaLive weys of

coping with interventione eill be discussed, and there will be conjecture about the

future of the program in the light of its current status.

-9- DIVISION CHIEFS AND DEPUTIES

PROCEDURE:

-125-

ly The game will be played in three five-year periods. At the end of each you wireturn to Headquarters to review the program in the light of your progress andthe state of the world. See the attached timetable. It is important that youadhere to the schedule.

There should be only two people at each sector table; an American and a Nanesan.These may rotate over time. You may communicate with Headquarters by meesenger orin person. Remember, a relevant intervention may occur dureng your absence.

3) You should bring to the table the project negotiated for your sector in MIDSIM II(ProAg, 1971-75). You should also have drafts of a sequence of projects you wouldlike to see follow the present project. For purposes of this game, we want threemore five-year projects (1975-80, 1930-85, 1985-90). They may or may not berelated; but they should be prepared in consultation with the Program Officerand approved by the Mission Director.

4) Upon reaching the table you have two tasks: Project Menagement, and ProjectNegotiation. Ma_yeent consists of laying the Project AGreement on the tableand attending to et only, if there is an intervention that affects it. If thereare no interventions that require its modification, it is assumed that the projectwill be sucessfully completed at the end of the time period. Eauttlation consistsof reaching an agreement on the project which will he managed in the neet timeperiod. This will probably result in simpler project descriptions. If you areunable to reach a Project.Agreenent, you will not have a project to manage thenext time.around. Your objective should be to have a successful project in eachtime period. The teo processes are synchronized as follows:

REAL I1C TIME PERIOD MANAGE NEGOTIATE

9:30-10:15 1971-75 ,1971-75 1975-80

10:30-41:15 PROGRAM REVIEW SESSION

11:15-12:00 1975-80 1975-80 1980-85

12:00-1:30 LUNCH AND PROGRAM REVIEW SESSION

1:30-2:15 1980-85 1980-85 1985-90

2:15-3:30 PROGRAM REVIEW AND EVALUATION SESSION

3:30 JOINT DEVELOPMENT EVALUATION MEETING

5) At the signal for the end of any tine peried, return to your Headquarters andturn in the statue report on the conpleted.project, and the description of aleproject for the uet round (ProAg).

-126-

MAXWELL INTERNATIONAL DEVELOPMENT SEMINAII


ROLE: U AMBASSADOR TO NANESA

OBJECTIVE: The objective of this play of doe game is to simulate a twentyyear assistance program in Nanesa. Projects will be managed against eventssimulating the pete,od 1970-90. They will succeed or fall to the extent thatthey adapt to changing circumstances. In 1990, there will be an attempt toevaluate the extene to which the program has, in fact helped attain the U.S.Assistance Objectives for Nanesa.

YOUR ROLE: You are a career foreign service officer whom the President hasappointed to succee4 his previous political appointee. You may wish to consultwith your predecessor about the job, but may develop it in any way you see fit.Remember, you repreeent the President of the United States, and it is assumedthat you will be itvolved in all matters of high policy -- particularly as theyinvolve political Jr military affairs. You should be available to the AIDDirector as he ie confronted with a broad range of problems. You should also

feel free to viset Mission headquarters, inspect the projects, call on the

Prime Minister, and in general assure that the AID effort is in harmony with

U.S. interests. You will receive Situation Reports from the National Security

Council. You shculd be sure that members cf the country team are aware of

intellisence that affects their operations. You should attend the Program

Review Sessions eat are held in the Mission every five years, and contribute

your judgenent to the discussion.

You will be assistcd by e Deputy Chief of Mission (DCM) who should be fully

informed and empowered to act for you in your absence.

-127-


MIDSIM PROJECT MANAGEMENT AND EVALUATION

ROLE: NANESA DESK OFFICER/WASHINGTON

YOUR RESPONSIBILITIES: You are the only Washington-based person in the game.You will work out of the office of the MIDSIM DIRECTOR, and you will receive acopy of every intervention he injects into the game. Your primary task is tosee to it that the field responds to interventions, d note the_nature of .theresponse at the bottom of_your_conv. Theae copiea Jld be ava:I.laide for theinspection of the MIDSIM Director at any time, and should be turned in to himat the end of the day.

You will have several problems: you will discover that it is difficult forWashington to have a sense of what is going on in the field: you will sometimesfeel that the field either doesn't respond at all or takes too long; you willfeel that they do not check with you when they have questions that you mightanswer. The problems are frequently just a matter of communication. Youshould keep in touch by cable. You may call in the Mission Director forconsultation in cases of real crisis. You should promptly respond to fieldinquiries (check with the MIDSIM Director when you have doubts). You may alsooriginate some interventions (again, check with the MIDSIM Director).

In short, you should know what is going on, and should represent Agencyheadquarters to the field. You should serve them, check up on them, str ghteathem out, and try to understand their problems from afar. It is a frustratingtask.

You should attend the five-year program review sessions at Mission Headquatcrs;and you will lunch with the others; but during the actual play of the game,you should remain in Washington, and try to form a picture from afar.

You should attend the Joint Development Evaluation Metting at the end of thegame.

-128-

THE REPUBLIC OF NANESA: THE STATE OF THE NATI 14:. 1970

Statist cal Summary:

1) Population Total 56.4 million

Rate of Growth 3.0 percent

Density 109.0 per sq.

% Urban 10.9 percent

Age Distribution 0-4 21.0 percent5-14 23.0 percent15-65 50.0 percent66-over 6.0 percent

Birth Rate 44.0 per 1000

Death Rate 14.0 per 1000

2) Area Total 500.0 1000 sq. mi.

Agricultural Land 25.0% total ar a

GNP Total 10,0 Hill:ton

Per Capita 183.0 $

Per Capita Urban 200.0 $

Investment 18.0 nercent

4 Power KWH per year 360.0

5) Transport Mlles of Improved Road 40.0 per 84. mile

Mbtor Vehicles 250.0 thousang

6) Education Literacy 40.0 percent

%of pop 5-r14 in school 48.0 percent

Priulry students enrolled 6.07 million

Primary School Teachers 40.4 thousand

7) Health Life Expectancy 55 years

People per physician 3,000

Infant mort lity rate 115 pet- 1000 live birth

Exports

-2-

Nalor Exports % of_total 1970:

Rice 45

Cotton

Tettiles

Sugar 15

Tobacco 15

Cigars

CoUae 5

Soya Bean ExtractHealth Tonic

t_rs

Oil 4

Soya Beans 1

* less than 1%

-130-

DESCRIPTIVE SUMMARY

) Agri:cultural production has increased by 150%.

2) Agricult-erel import substitution nearly complete

3) Foreign cepital iv Nanesa has increased by 90% dutirg perioci.

4) The upper 10% of the population receives 55% of the NationaJincome annually; a decrease of 15% from 1970.

5) Lev'el of income tax evasion estimated to have deereed by30% during period.

6) Absolute number of ei ient crimes has remained c istant overperiod.

Population of urban areaa has increased by 20 de4iier period.

18% of work force is unemployed; generally the reeuat of amie-matching of skills with skill reeuiremenee are) an overlycapital intensive mix of production methode la pevate seater.

9) FacilLtation of urban distribution systems includimg water,sewage, electricity, and paved streets is complete to 85 ofall urban households.

10) Buddhist discontent and frustration and Chineee raqi tenalonshave grown of the last 20 years.

11) The strength of the NLF has reached near crisalthough their actevitiee have received littl

proportionsworld attent on.

12) Internattonal recognition has been accorded many Vansans durIngthe past tvanty yea4 s3 Chandu and Longo have won Nobel Prizesfor Science; a Nobel prize for fiction has been aparded Tver Cerfor his "The Nanesan Simulation% Soo Sarto vms MIs Vniverefor 1984; the Campayth Gourd Bando and the Kwaidonc Syypilonetehave had successful internation tours, arid, in additton to Oleannual Filte Bowl Games at Kwatdongs Nanesa le prond of itsOlympic champione: Baildu and Bakir, for their txthimpb in tkedouble. ecells.

-131-

MAXWELL INTERNATIONAL DEVELOPMENT SEMINARS

DEVELOPMENT INDICATORS: INSTRUCTIONS

Development Indicators attempt to identify more precise units for measuringthe achievement of development goals. They compel the user the think interms of the components of success, and describe these components inquantifiable terms so that some measurement of goal attainment can bemade. These remain approximations, but they attempt to be more precisethan the usual impressionistic or subjective judgments of success thatare commonly made.

For example, assume that one of the objectives of development isstated as follows:

"A healthy, educated, stable population".To generate indicators of the achievement of this objective, onemight break it into its three component parts by asking:

1 What is an indicator of a "healthy population"?2 What is an indicator of an "educated Population"?3 What is an indicator of a "stable population"?

In the first instance, one might assume that longevity is a sign ofhealth. One might then choose a target figure for achieving 100%of the goal as being the life expectancy of a "healthy" nation, suchas England, 70 years. One might take the present life expectancyof the country (40 years) and estimate gradations. I.e., 25%achievement of the goal would be life expectancy of 48 years; 50%,55 years; 75%, 63 years and 100% 70 years.

One would next generate some indicators for an "educated population";let us say, % of population that is literate. The present rate is40% literate. Japan has a rate of 98%. Let us assume 90% as ourtop target. An achievement of 25% of the objective would be 52%literacy; 50% of the goal, 64% literacy; 75% of the goal, 76%literacy, and 100 of the goal, 90% literacy.

Indicators of a stable population would obviously relate to naturalincrease (i.e., the excess of births over deaths). A country likeJapan, with a relatively stable population, has a natural increasein population of 12.2 per 1000, or a 1.2% increase per year. TheUnited States is even less. Assume that the present growth rateis 30 per 1000 (a 3% rate) and a target is 10 per 1000 (a 1% rate).A 25% achievement of the target would be a rate of 2.5%; a 50%achievement would be a rate of 2%; a 75% achievement would be arate of 1.5% and a 100% achievement would be a 1% rate of populationgrowth.

Having generated these indicators, one could look at combinationsof them, and attempt to assess what level of overall achievementof the stated goal the country had achieved at any given point.

DEVELOPMENT INDICAT ORS

DEVELOPMENT OBJECTIVE :

IND I CA T ORS OF 100 A CH I EVEMENT OF OBJECT IVE

1 .

2

3 .

INDI CAT ORS OF 75% A CHIEVEMENT OF OBJECTIVE

L

2 -

3

INDI CAT ORS OF 50% A CH IEVEMENT OF OBJECTIVE

1

2 .

3

INDICAT ORS OF 25% A CHIEVEMENT OF OBJECTIVE

1 .

2 .

3 .

1 7

MAXwELT: JVTRRNATV)NAL DEVELI4WATT )%,P

SYRACUSE UNIVERSITY

Develo ment Evaluation Matrix

Instruc ions:

-133-

1. On the right axis of the Matr x, list the Devel pment Objectivesthat were an output of M1DSIM I.

Reading down inyour sector only:4 place a diagone0 mark in thecell oppote those objectives on which the projects in yoursector -- owIr the past twenty years -- have had some impact.

In the lower half of the cell, which you have marked as indica-ting impact, estimate what percentage of the objective youfeel has been attained over the past twenty years Refer toIndicators developed in MIDSIM III.

In the upper_Wf. of each cell you have marked, estimate whttpercentage your sector's projests have contributed to theattainment of the objective.

e.g.

75'A

At the bottom of your sector's column, add al_ the estimatedsector contributions (upper half of each cell) The totalmay be ?bore than 100%.

'You will now rejoin your larger group (AID mission, or NanesanCabinet) and a COMPOSITE Development Evaluation Matrix will beassembled (by the Mission Chief or Prime Ministerl and discussed,

Upon completion of the allotted discussion time, the two groups(AIDAnisetton, and Nanesan Cabinet) will assemble to compare anddiscuss Matrices.The following should be noted:

1 ) Similarities and2 Similarities and3 Similarities and

differences in Development Objectivesdifferences in estimates of successdifferences in relative contributions

suceess or-failu ets.

DE

VE

LO

PME

NT

EV

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UA

TIO

N M

AT

RIX

AG

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ED

U-

PR=

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BA

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TIV

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RE

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-135-

LOG OF NES AGZS

. MIDS 140

JFAMENTCLASSIFIED

19

AID /N KWAIDONG

AID/W

MULTI-YEAR APPROPRIATIONS

CONGRESS HAS GIVEN FINAL A:PPROVAL TO THE PRESIDEVT'S REQUEST FOR LONGTERM FINANCIAL COMMITMENTS Tb TECHNICAL ASSISTANC.e PDOGRMS.

EFFECTIVE FY 1975, FIVE-YEAR APPROPRIATIONS FOR DEVELOPMENT GRANTS HAVEBEEN AUTHORIZED By CONGRESS. UNTIL THEN, OBLIGATIONS MAY BE ASSUMEDTO REMAIN AT PRESENT LEVELS.

THIS SHOULD BE IMPORTANT IN ALL FUTURE PROGRAMMING AND DISCUSSIONS WITHNANESANS. PLEASE INSTRUCT YOUR PEOPLE TO USE THIS AUTHORIZATION FORMAXIMUM EFFECTIVENESS.

HANDER

-136-

P4015

REPUBLIC OF NANESA

e of the.PreEident

-1 7-

DEAR SAMTR:

AMINCREASINGLY CONCERNED THAT THE U.S. IS BECOMING DEEPLY ENTRENCHED IN INTERNAL

NANESAN INTELLIGENCE MATTERS THROUGH ITS AID/PUBLIC SAFETY PROGRAMS. PLEASE EXPRESS

OUR CONCERN THROUGH APPROPRIATE CHANNELS, AND ASOERT4I11 TO WHAT EXTENT IT WOULD BE

FEASIBLE FOR THE U.S. TO REDUCE THESE PROGRAMS WHILE INCREASING THEIR CONTRIBUTIONS

TO OTHER SECTORS.

RAP CPAIINE4T E6UNCLASSIFIED

t

AMEMBASSY/KWAIDONG

STATE

LONGRANGE THINKING

s4ktra,,,v

46

IN VIEW OF RECENT LEGISLATION PERMITTING FUNDING IN FIVEYEAR BLOCKS,

WE WISH TO ENCOURAGE LONGRANGE THINKTNG WITH REGARD TO OUR ASSISTANCE

PROGRAMS.

138

ASK TWAT YOU SET UT A MEETING WITH PRIME MINISTER AND ADVISORS OF HIS

CHOICE, TO DISCUSS ALTERNATIVE FUTURES THROUGH 1990. DRAW ON THE BEST

THINKING IN .OUR MISSION, AIM SEE IF THERE IS AGREEMENT ON EMPHASES, OBJECTIVES

AND STRATEGIES.

OBJECTIVE OF THE MEETING IS SIMPLY TO GET BOTH SIDES THINKING IN LONGTERMS

AND TO ASSURE THE NANESANS THAT WE HAVE NO INTENTION OF PROVIDING A FLYBY

NIGHT ASSISTANCE EFFORT.

PLEASE PROVIDE ME WITH A ONEPAGE SUMMARY OF CONCLUSIONS OF THE MEETING.

MIDS: rwi

RAJAIT

-11Cit;*.

143

7, S. K.A.

*Of

t

A, DEPADTKE OF VTi"UNCLASSIFIED

A imarec,;

AMEMBASSY/KWAIDONG

STATE/AID

air

Mit

INTERGOVERNMENTAL CROUF/NANESA

91,

THE INTERGOVERNMENTAL GROUP (IGG) IS A CONSORTIUM OF NINE DONOR NATIONSWHO COORDINATA

, THEIR ASSISTANCE TO THE GOVERNMENT OF NANESA. MEMBER-SHIP CONSISTS OF AUSTRALIA, CANADA, FRILNCE, GREAT BRITAIN, NEW ZEALAND,KUWAIT, UNITED STATES, JAPAN, AND WEST GERKANY. IGG IS CWAIRED BY THEBRITISH.

-139-

IGG MEETS ANNUALLY TO DISCUSS NANESAN NEEDS AND DONOR PROPOSALS. ANATTEMPT IS MADE TO ASSURE EACH MEMBER PROJECTS IN ITS SPECIALTY WITH AMINIMUM OF GAPS, OVERLAPS, AND CONPETITION. NANESAN PREFERENCES ARE CON-SIDERED TO BE OVERRIDING.

47

IGG PROCEDURES ARE RELATIVELY SIMPLE. THE GOVERNMENT OF NANESA INFORMS EACHDONOR OF NEEDS IT FEELS IT MIGHT BEST MEET. GON ALSO.INDICATES ACTIVITYTHAT IT PREFERS PARTICULAR DONOR NATIONS OPERATE OR NOT OPERATE. EVERYEFFORT IS MADE BY DONOR NATIONS TO COMPLY WITH NANESAN EXPRESSED JUDGEMENTS.

THIS DOEN NOT RULE OUT DISCUSSION IF WE FEEL WE ARE BETTER ABLE TO PERFORMAN ACTIVITY NANESA HAS "ASSIGNED" TO ANOTHER DONOR. DISCUSSION HAY PROCEDETHROUGH MINISTERIAL LEVELS TO PM, IF NECESSARY.

IT IS U.S. POLICY TO DO EVERYTHING POSSIBLE TO CONDUCT OUR ASSISTANCE EFFORTTHROUGH IGG FRAMEWORK. THIS IS MULTILATERIALISM AND LOt4 PROFILE. HOWEVER,"LOW PROFILE" DOES NOT PRECLUDE CONTINUING EMPHASIS ON ONE GOOD U.S. PROJECTIN EACH SECTOR.

MIDS3rwl

RAJAH.

PAC:Tr;

faCP." zfi

-140-

tt''EPliarliNv OfCLASSIFIED 45

1C,i; r+.117f

CA

AMEMBASSY/KWAIDONG

STATE/AID

AID REORGANIZATION

RELUCTANCE OF CONGRESS TO CONFRONT AID'S URGENT NEEDS FOR REORGANIZATIONCOMPELS PRESIDENTIAL INITIATIVE BY EXECUTIVE ORDER. ACCORDINGLY, AS OF THISDATE, THE FOLLOWING REORGANIZATION STEPS ARS TO BE PUT INTO EFFECT IN YOURMISSION:

1) THE AID MISSION WILL HENCEFORTH NOT CONCERN ITSELF WITH LOANS. THISFUNCTION WILL BE PERFORMED BY A NEW UNIT -- THE DEVELOPMENT LOAN FOUNDATION--WORKING CLOSELY WITH INTERNATIONAL BANKS.

2) THE AID MISSION WILL HENCEFORTH NOT CONCERN ITSELF wIrli PUBLIC SAFETYPROJECTS. THE MISSION'S DIVISION OF PUBLIC SAFErY WILL BE IMMEDIATELYTRANSFERRED TO 7HE EMBASSY, AND WILL REPORT DIRECTLY TO THE AMBASSADOR. ITS

FUNDING WILL NO LONGER COML FROM AID FUNDS, BUT UNDER THE DIRECTION OF THEAMBASSADOR.

3) THE AID MISSION WILL hENCEFORTH CONCERN ITSELF WITH TECHNICAL ASSISTANCEAND DEVELOPMENT GRANTS. THE MISSION WILL BECOME LARGELY A MONITORING OPER-ATION, AND THERE WILL BE MAXIMUM FEASIBLE USE OF CONTRACTING. IT IS U.S.

POLICY IN NANESA TO CCNTINUE TO HAVE ONE BILATERAL PROJECT IN EACH DEVELOPMENT

SECTOR. THIS MUST BE THE BEST PPSSIBLE PROJECT TO ASSURE THE BEST POSSIBLE

U.S. PRESENCE.

4) THE AID MISSION WILL HENCEFORTH CONCERN ITSELF WITH GREATER COORDINATION

WITH THE INTERGOVERNMENTAL GROUP (IGG) AS A MEANS OF DEMONSTRATING OUR

COMMITMENT TO MILTILATERALISM AND LOW -PROFILE. IN PRACTICE, THIS MEANS

t941.;2

RA II DEPARTMENT OF STATE

1

tc oeflimemz

ANEMBASSY/KWAIDONG

AC?:14,,g1

REORGANIZATION, CONTINUED

141

2

THAT EACH MEMBER OF THE IGG DOES WHAT IT CAN DO BEST -- THE FINAL JUDGEBEING THE NANESANS THEMSELVES. THAT IS, IF THE NANESANS DECIDE THAT THEYWANT JAPAN TO HANDLE TA IN MASS TRANSIT, WE MUST NOT HAVE A MASS TRA1TSITPROJECT IN OUR URBAN DEVELOPMENT SECTOR. GON WILL KEEP US INFROMED AS TOIIPES OF PROJECTS IT WISHES IGG MENBERS TO HiVHDLE OR NOT TO HANDLE.

WE DO NOT SEE THESE INSTRUCTIONS LEADING TO ANY APPRECIABLE REDUCTION INMISSION FORCE AT THIS TIME. IT DOES, HOWEVER, MARK A DRAMATIC NEW EMPHASISIN OUR AID PROGRAM, FULLY IN HARMONY WITH THE PRESIDENT'S GUAM DOCTRINE.

PLEASE REPORT ON COMPLIANCE TO THESE INSTRUCTIONS.

!tt!.1, TWov

MIDS:rwiAalf C kA22:P2 it,Lt

.14,1S

' PPC0,-

RAJAH

Dalt c ,f

HANDER6

147

I 'PAW; Matt2 2

MEMMAILW a't

REPUBLIC OP:RANIESA

Office of the r!reuident

TO: REFEESENTATIVES-OF THU INTERGOVERNMENTAL CROUP

-steavr: DONOR SPECIALTIES APPLICABLE TO AMU

In recent visits to IGO member nations, I have been impressed that each1as a particulararea of expertiee which, ineofar as poecibie, I would like applied to the developmentof Nansea. This Ziat is impresaionistia, but should be the basic for diem:Beton.wou:d be anxiouo for your reaction to this notion, .aa I on anxious that sae: Ilat1:411provide assistance in the area of its excellence.

Great Britain: eduaation, health

France: Tourism, amenities, vineyard culture

West Germany: Heavy industry, mass prodziotion

Japan: family planning, eleatronics, mass transit

Australia: Livestock masuzgement

New Zealand: Tourism, and dai.ry. induetry

Canada: Grain caul forest zagernent

Kuwait: Loans and riaatione with Preto inveators

United States: Public adminietrarion, urban development, and cluoatson

hy Prime Minister, is prepared to open atimussions on this scheme at your earliest

convenience!.

147

IGRAM

Tr"

DEPARTMENT IF *TATE

--04A5gIZIFDicATIo

rc, ime eSdpi.41 t AC ':11114

AMEMBASSY/KWAIDONG

STATE/AID

MP;1 C U.S. CONTILACTOR MALEFEASANCE

as41.1.4 .411.1M1414.

N.Y. TINES CLAIMS RELATIONS BETWEEN ROOTKNUDSEN AND GON ON SUKKHA ROADPROJECT HAVE BROKrN DOWN AND ARE REFLECTING ADVERSELY ON U.S. IMAGE.

143

26

EMES CLAIMS: ROOTKNUDSEN PRIME CONTRACTOR FOIL $6 MILLION ROAD FROM CHANDRI

10 SUKKRA. ROAD ESSENTIAL TO OPENING OF MINERAL RICH NORTHERN MOUNTAIN ARRA.RK DESIGN SAID TO BE TOO SHOWY, EXPENSIVE, AND VULNERABLE TO SLIDES. STILL

INCOMPLETE AFTER FIVE YEARS. RK EXECUTIVES USING CONTRACT MONEY TO BUILD

PERSONAL VILLAS. CON PLANNING TO EXFTL CONTRACTOR AND COMPLETE PROJECTWITH NANESAN ARMY ENGINEERS. EVEN TALK OF USING CHINESE ROAD GANGS. WE

HAVE LOANED $2 MILLION TO THIS PROJECT.

CHECK FACTS, AND ASSURE GON OF OUR CONCERN THAT SITUATION BE IMMEDIATELY

RECTIFIED, AND THAT THERE BE NO RECURRANCE.

PLEASE RECOMMEND:

1) PROCEDURES WHEREBY AID CAN APPROVE INITIAL DESIGN OF ROAD

2) PROCEDURES WHEREBY AID CAN ASSURE CONTRACTOR COMPLIAVNCE.

3) PROCEDURES WHEREBY AID CAN ASSIST GON IN BRINGING PROJECT TO

MUTUALLY FAVORABLE CONCLUSION.

RAJAH

Prirbirqb="reiri.

MIDS:rwi

AAJAA, GC, AG, ENG, DCL'.4.1714-rA,M40110VdIEL4.1C, -4v -

tadLliaMilikT

OF411~

DEPARTMENT OF STATE

V*, aith 9t-Atiris ,a1091c Alamo

K. AMENBASSWKWAIDONG

WASHINGTON

NANESA EARTHQUAKE EMERGENCY

-144-

TAKE IMMEDIATE STEPS TO ASSURE GON OF FULL D.S. SUPPORT IN COPING WITH

THIS TRAGEDY. EMPOWER AID TO DIVERT Ws, EQUIPMENT, COMMODITIES AS NEEDED.

INVENTORY NEEDS AND SUBMIT YOUR RECOMMENDATIONS FOR OUR ACTION. DISASTER

RELIEF DIVISION AVAILABLE AS NEEDED. USE PERU PROCEDURE AS MODEL, BUT

MAKE ADATTATION SUITED TO NANESAN NEEDS. RESPOND SOONEST.

MIDS:rwieira.:.!, ç oumr...;....

' .

RAJAH

:vc1'.:1CC 99CFC,10.4 pAYM

, ry A y

. .

!

PRESS RELEASE

UNITED STATES,OF AMRICAAGENCY FOR INTERNATIONAL DEVELOPMENT

REPUBLIC OF NANESA

DATE: December 30, 1975

-145-

Thz AGENCY FOR INTERNATIONAL DEVELOPMENT is.playing a leading role in relief

e2forts for victims of the massive earthquake that struck a Nanesan monntain

valley today.

More than 1001000 persona, out of an area population of 300,000, are homeless

in the Zappapur Valley of the ':iniastandi Mountains southwost of Chandri. The

dead have not been counted, but the toll may run as high as 10,000. The area

affected by the quake covers over 10,000 square miles, and the greatest deterrent

to relief operations has been that the dust has not settled, landslides and fog

block the roads, and most landing strips 71ave been destroyed. While emergency

needs for supplies are being met from Disaster Relief stocks, much more will be

needed for recovery, rehabilitation, and reconstruction. Nanesan authorities

estimate urgent needs in the aMount of $100 million.

Countries contributing to the relief effort include all members of the Inter-

governmenta Group, (IGG) which was established in 1965 to coordinate assistance

to Nanesa 1ong-term development. China and Russia have also sent teams to the

disaster a ea to determine the nature of the ald they might provide.

The American effort is being conducted directly from the Office of the U.S.

Ambassador, who is in constant communication with both Kwaidong and Washington.

-146-

REPUBLIC OF NAMESA

Dffice of the President

STATE OF NATIONAL EMERGENCY

IN VIEW OF THE DISASTER THAT HAS BEFALLEN OUR COUNTRYMEN IN THEMOUNTAINS OF THE WEST, I HEREBY DECLARE A STATE OF NATIONALEMERGENCY, EFFECTIVE IMMEDIATELY

1) NO UNAUTHORIZED TRAVEL IN OR OUT OF THE DISASTER AREA.

2) ALL COMMUNICATIONS LINES ARE TO BE KEPT OPEN FOROFFICIAL USE.

3) ALL ROADS AND VEHICLES IN THE AREA ARE TO BE COMMANDEEREDFOR OFFICIAL USE IN COPING WITH THE DISASTER.

h) LABOR WILL BE DRAFTED AS NEEDED, AND CITIZENS WILL BECOMPENSATED FOR THEIR TOIL.

) SUPPLIES WILL BE COMMANDEERED AS NEEDED FOR THE RELIEFOPERATION. OWNERS WILL BE DULY COMPENSATED.

) ALL EFFORTS ON BEHALF OF OUR STRICKEN BRETHREN WILL BECOORDINATED OUT OF THE OFFICE OF THE PRIME MINISTER.

I URGE ALL NANESANS TO PRAY FOR THESOULS OF THOSE DECEASED,THE HEALTH OP THOSE LIVING, AND THE FUTURE OF OUR BELOVED LAND.

ORDERED THISADAY, AND EFFECTIVEUNTIL FURTH R NOTICE

art 4121

ABDUL SARTOPRESIDENT OF THE REPUBLICCOMMANDER OF THE DEFENSE FORCESGENERALOF THE ARMY

i5lERVAN'T OF GODAND THE PEOPLE

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DFIV rem or rzt[ruNcLAjguisp.

o(,* v.

AID/N KWAIDONG

AID/W

PROGRAM EVALUATION

PURSUANT TO M.C. 1026.1 YOU ARE HEREBY INSTRUCTED TO DESIGNATE A ku.SSION"PROGRAM EVALUATION OFFICER"

HIS DUTIES SHALL BE:

1) TO ASSURE THE PREPARATION OF DEVELOPMENT INDICATORS FOR EACH OF AID'SFIVE ASSISTANCE OBJECTIVES FOA NANESA. (SEE CAP)

2) THE INDICATORS MUST BE XEROXED AND READY FOR USE IN THE PREPARING THEMISSION'S DEVELOPMENT EVALUATION MATRIX AT THE STAFF MEETING TO BE HELDAT 1615 HOURS.

EITHER THE DEPUTY DIRECTOR OR THE PROGRAM OFFICER WOULD BE AN APPROPRIATEDESIGNEE. PLEASE:FORWARD THE NAIIE OF YOUR SELECTION.

RAJAH

MIDS.rwlVt.

KONTOS

OTANI Fi TF

UNCLASSIFIED

USAID/KWAIDONG

AIDAT

ECOLOGICAL REVIEW OF PROJECTS

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IN ACCORD WITH DIRECTIVE FROM PRESIDENTIAL COUNCIL ON ENVIRONMENTAL QUALITY,

AID HAS ESTABLISHED QUALITY OF ENVIRONMENT DIVISION (QED) TO ASSURE THAT

IMPACT-ON-ENVIRONMENT IS PRIORITY CONSIDERATION IN ALL FUTURE PROGRAMMING.

EACH MISSION TO APPOINT AN ECOLOGICAL REVIEW OFFICER (ERO) WITH RESPONSIBILITY

TO REVIEW IMPACT-ON-ENVIRONMENT OF PROJECTS UNDER CONSIDERATION, RECOMMEND

MODIFICATION IF NECESSARY, AND REVOKE IF DAMAGING. ATTACHED FORM DESIGNED

BY QED SHOULD BE USED BY ERO IN REVIEWING PROJECTS FOR I0E.

BOTH SIGNATOBS TO PROAG MUST AGREE THAT IT DOES NOT DAMAGE ENVIRONMENT.

ERO MUST CERTIFY TO QED THAT HE HAS REVIEWED APPROVED PROJECTS AND INDICATE

MODIFICATIONS THAT HAVE BEEN MADE TO MAKE THEM ECOLOGICALLY ACCEPTABLE (ECO-OK)

HARDER

MIDS=.1-wi

2

Emu:Gram. REVIEW FORM

PROJECT TITLE

PROJECT MANAGEA__

ECOLOGICAL REVIEW OFFICER

-149-

1. Will Project damage or diminish food yielding resources such asland or waters? Yes ; NoIf "yes", how can this be avoided?

Will project adversly affect the subsoil? Yes_

Will the project have a negative impact on the health of thepeople in the area? Yes No . If "yes", hOw canthie be avoided?

Will the project contribute any non decomposable or non recyclablewaste_products? Yes No_ . If "yea" what kind, andhow could they be dii5Wileof?

Will the project utilize non-renewable raw materials and energyreBources (minerals, fossil fuels, etc.) Yes ; No

Will any pollution waste, eta. extend outside the country'sborders ? Yes ; No If "yes", what and where?

KIDS: 10 10 0

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UNITED STATES GOVERNMENT

NATIONAL SECURITY COUNCIL

SITUATION REPORT: DECEMBER 31 1973

THE INTERNATIONAL SCENE

Mao dies. The take over of the relative unknown Lung Pu is seen as a liberal-ization of Chinese leadership. Continued tension on Sine-Soviet border.

2. World population growth is 2.4% per year over the five year period.

3. A stronger more respected U.N. Security Force is formed. The creation of a newtechnical skills training program provides educational opportunities for securityforce personnel during their tour of duty. This program is an incentive for greatermanpower contributions by LDC1s who see the program as technical education fornationals.

4. World growth in GNP for the pc-ziod has been estimated at 5% per year or 2.4%per capita.

5. Strains of new wheat and rice are unstable. "Green Revolution" falters. Worldurns to research on a nthetic foods as last h- e

THE UNITED STATES

1. U.S. carries on talks with China. Subjects include nuclear disarmament, increasedtrade, student exchanges, and increased operation in the development of LDC1s.

U.S. population growth is 1.0% par year during period. Year 2000 projectionsreadjusted downward.

U.S. strongly supports U.N. security force. Provides majority of funds fortechnical skills training program.

4. GNP grows at 4% per year or 3% per capita.

5. U.S. food reserves fall to 6 months reserve. Congress cuts back on domestica ri ultural u orts and eliminates PL 480

C. REPUBLIC OF NANESA

1. Nanesa accepts China aid program consisting mainly of highly skilled labor intensive

road building crews. Road from Westdong to Chandri. (U.S. technical assistance

aid is $8 million/year during period 1975-80.

Nanesan population growth is 32; per year over period.

Insurgency in northern mountains thought to be Chinese supported. U.N. observers

deny any connection between Chinese road building crews and insurgency activity.

Naneean GNR grows at 6% per year or 3% per capita.

Crop failure causes 35% inflation for 173 and 174. Strikes spread.



SITUATION REPORT: DECEMBER 31 1980 _

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A. THE_ INTERNATIONAL_SCENE

1. Famine in Northern China. Wheat sent by Canada and U.S. with Chinese payment.ingold restoring confidence in dollar.

World population grows at 2.5% per year during period.

Tz-ibal and racial conflicts in Africa reach major proportions. U.N. Security Forceunable to take sides or mediate a solution because of the complexity of thesituation.

4. World GNP grows at 67 per year or 3.5% per capita.

5. Palestinian form new state combining territory from Jordan and Israel. Suez Canalopened to all ships.

B. THE UNITED STATES

1. U.S. sells food to China via neutral countries to avoid pre sure for Chinese expansion.

2. U.S. population grows at 1.2% during period. Census data collected annually.

3. African strife causes racial tension in U.S.

4. GNP growth rate is 3.52 per year or 2.3% per capita.

Lack of food surplus causes U.S. .to 'adopt policy of high intens ty cultivation.

C. REPUBLIC OF NANESA

1. U.S. food for China goes through Nanesa. Food trains are attacked by peasantsnear Nanesan border, often in Nanesa territory.

2. Population grows at 32 per year during period. Air pollution levels in Kwaidelhave become severe health hazard.

U.S. foreign assietance money decreases world wide because of U.S. domestic problems.(Nanesan technical assistance equals $6 million per year 1980-85).

4.. Nanesan GNP grows at 62 per year during period or 3% per capita. Unemploymentexperiencing secular increase resulting from overly capital intensive method ofproduction in Nanesan industries.

5. Lanese accepts U.S food imports despite balance of payments problems. ReCovery.4101110060 **ow 1975 earthquake.



SITUATION REPORT: DECEMBER 31. 1985

A. THE INTERNATIONAL SCENE

1. Pacific Aseistance Exchange (PAX) formed to keep the peace throughout the Pacific.MeMbers include: Japan, U.S., Nanesa, India, Pakistan, Korea, Thailand, Australia.Members have agreed upon a free exchange of military and economic assistance, withthe objective of securing the entire area througb the strengthening of each member.

2. World population growth is 2.5% per year during period.Feriod of European uncertainty and instability. East GErmany breaks with Russia.Common market weakens, but NATO receives new life.

4. World GNP grows at 5.5% per year during period of 2.9% percapita. Growth rateexpected to slow in the future because of greater world pollution controls.Unemployment becoming world problem as a result of breakthrough in the ability tocreate almost anything out of molded plastics.

5. Harvesting of the sea by international organization started.

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B. TE.Z UNITED STATES

1. U.S. places top military emphasis upon new PAX alliance. Seeks standardizing ofmilitary equipment dhroughout alliance on the ULE.

2. U.S. population grows at 1.0% per year during period.3. U.S. attention turns to Europe. Entrance of Israel in'o NATO causes renewed U.S.

political confrontation with Russia.4. U.S. GNP growth rate 3% per year or 2% per capita. Grow mainly found in service

sectors; principally communications and informations syst 3.

5. Unemployment up to 7%. The centers of the large northeastn cities have becomepiles of rubble and stench. Full tine Army presence neede4 in these cities to

kee order.

C. THE REPUBLIC OF NANESA

1. Nanesa modifies neutralist stance by taking leadership in organ:, ation of PAX.

This results not only in.increasing Nanesan military strengtt .tith U.S. equipment;

but an increase in technical assistance (averaging 810 million per year for next

five years, 1985-90).2.. Population grows at 3% per. year.. Yabu river becomes polluted by Chinese nuclear.

.waste materials.Nanesa signs border agreement with India and cultivates better trade relations.

Nanesan Liberation Front (NLF) growing influence in Western Province.

GNP grows at 6% per year of 3% per capita.Power sourcee are inadequate for continued economic expansion. No LDC'p as yet

have solar energy plants..

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THE REPUBLIC OF NANESA: THE STATE OF THE NATION 1990

Statistical Summary:

1) Population Total 98.7 million

Rate of G?o-th 3.0 percent

Density 197.0 per sq. mile

2: Urban 29.4 percent

Area

GNP

4) Power

5) Transport

education

7) Health

Age Distribution 0-4 20.0 percent5-14 22.0 percent15-65 51.0 percent65-over 7.0 percent

Birth Rate 40.0 per 1000

Death Rate 104 per 1000

Total 500.0 100 sq. mile

Agricultural Land 26.0 of total acre0.84 acres/cap.

Total 31.8 billion

Urban Contribution 50.0 percent

Per Capita 313.0 $Per Capita Urban

. 540.0 $

Investment 18,.0 percent

KWH per year 360.0

'Miles of Improved Road 280 per 1 000 sq. miles

Motor Vehicles 1,000,0 thousands

Literacy 60.0 percent% c,f. pop. 5-14 in school 90.0Primary students enrolled 20.33 millionPrimary school teachers 508.0 thousand

Life Expectancy

Peopl per physician

Infant mortality rate

60 rwars

2 000

40 p .2 1000 live births

8) Exports

Mhlor Export* 7: of tat1 1990

Rice 25

Cotton 7

Textiles 13

Sugar 5

Tobacco 15

Cigars 5

Coffee

Soya Beans 5

Soya Bean ExtractHealth Tonic 2

Tractors 5

Oil 10

less than 1%

-155-

DESCRIPTIVE SUMMARY

1) Agricultural production has increased by 150%.

2) Agricultural import substitution nearly complete.

3) Foreign capital in Nanesa has increased by 90% during period.

4) The upper 10% of the population receives 55% of the Nationalincome annually; a decrease of 15% from 1970.

5) Level of income tax evasion estimated to have decreased by30% during period.

Absolute number of violent crimes has remained constant overperiod.

7) Population of urban areas has increased by 200% during period.

8) 18% of work force is unemployed; generally the result of amis-matching of skills with skill requirements and an overlycapital intensive mix of production methods in private sector.

Facilitation of urban distribution systems including water,sewage, electricity, and paved streets is complete to 85% ofall urban households.

10) Buddhist discontent and frustration and Chinese racial tensionshave grown of the last 20 years.

11) The strength of the NLF has reached near crisis proportionsalthough their activities have received little world attention.

12) International recognition has been accorded many Nanesans duringthe past twenty years. Chandu and Longo have won Nobel Prizesfor Science; a Nobel prize for fiction has been awarded Iver Senfor his "The Nanesan Simulation; Soo Sarto Was Miss Universefor 1984; the Camposh Gourd Band and the Kwaidong Symphonettehave had successful international tours; and, in addition to theannual Rice Bowl Games at Kwaidong, Nanesa is proud of itsOlympic champions, Bandu and Bakir, for their triumph in thedouble sculls.

ERIC CIear.ighoue

.00T2 5 1971

Aduit Educat n

Documents

DOCUMENT RESUME - ERIC · DOCUMENT RESUME. ED 054 438 AC 010 756 AUTHOR Iversen, Robert W. TITLE MIDSIM: The Maxwell International Development. ... 109 Roney Lane, Zyracusa,'N.Y